Fiedler's Contingency Theory

Fiedler’s contingency theory

The Fiedler’s theory is the extent to which the leader’s style is task oriented or relationship (people) oriented. Fiedler considered a person’s leadership style is difficult to change. Thus, the basic idea is to match the leader’s style with the situation most favorable for his or her effectiveness.

Fig: How Leader Style Fits the Situation

The suitability of a person’s leadership style is determined by whether the situation is favorable or unfavorable or intermediately favorable to the leader. There are three elements to analyze in the favorability of a leadership situation. A situation would be considered highly favorable to the leader when leader-member relationships are positive, tasks are highly structured and the leader has formal authority over followers. Task-oriented leaders are more effective when the situation is highly favorable because all three elements needed are for someone to lead the charge and provide direction.

A situation would be considered highly unfavorable to the leader when leader-member relationships are poor, tasks are highly unstructured and the leader has little formal authority over followers. Task-oriented leaders also are more effective when the situation is highly unfavorable because a strong leader will define well task structure, strong authority and leader-member relations that are poor.

The relationship-oriented leader performs better in situations of intermediate favorable ability. In these situations, the leader may be moderately well respect, have some power and supervise jobs.

In the case of Jimmy’s new appointment as general manager of ReflecShine, Jimmy would be well-respected in the industry because of Tommy’s son but he didn’t know ReflecShine managers and shift supervisors.

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