Fiedler’s contingency theory

Fred Fiedler (1964; Fiedler & Mahar, 1979) argued that context determines the leader. Good leadership is a consequence of matching the individual with the challenge. To demonstrate this, Fiedler presented a contingency model that shows three variables controlling leadership effectiveness: leader-member relations, task structure, and position power. The respect and trust that followers have for the leader determine the leader-member relations, which can be good or bad. The structure of job assignments determines the task structure. Task structure is either high or low. The leader's influence over a subordinate’s rewards and punishments determines the leader’s position power, which can be strong or weak.

Plotting the effectiveness of task-oriented and relationship-oriented leaders against the variables controlling leadership effectiveness, Fiedler (1964) asserted that a task-oriented leader will perform best in favorable or unfavorable situations, while a relationship-oriented leader will perform best in moderately favorable situations. If a leader’s style does not match a situation, Fiedler proposed that the situation must be modified to fit the leader, or the leader must be replaced.

A practical implication of Fiedler’s (1964) contingency model is that leaders need to understand their styles and the situation. This can help them modify the situation to match their style or behavior to match the situation. The model also helps leaders recognize how to compensate in situations over which they have limited control. For example, if a leader has a weak position of power, the leader can compensate by building good relationships. Similarly, a leader might overcome a weak task structure through training and experience.