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Contingency Theories

• While trait and behavior theories do help usunderstand leadership, an important component ismissing: the environment in which the leader exists

• Contingency Theory adds this additional aspect to ourunderstanding leadership effectiveness studies

• Three key theories:

 –

Fiedler’s Model  – Hersey and Blanchard’s Situational Leadership Theory 

 – Path-Goal Theory

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Fiedler Model

• Effective group performance depends on the proper matchbetween leadership style and the degree to which thesituation gives the leader control. – Assumes that leadership style (based on orientation revealed in

LPC questionnaire) is fixed

• Considers Three Situational Factors: – Leader-member relations: degree of confidence and trust in the

leader

 – Task structure: degree of structure in the jobs

 – Position power: leader’s ability to hire, fire, and reward 

• For effective leadership: must change to a leader who fitsthe situation or change the situational variables to fit thecurrent leader

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Graphic Representation of Fiedler’s

Model

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E X H I B I T 12-2

Used to

determine

which type

of leader to

use in a

given

situation

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Fiedler’s Cognitive Resource Theory • A refinement of Fiedler’s original model: 

 – Focuses on stress as the enemy of rationality andcreator of unfavorable conditions

 – A leader’s intelligence and experience influence hisor her reaction to that stress

• Research is supporting the theory.

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Stress Level

• Low

• High

Intellectual

Abilities

• Effective

• Ineffective

Leader’s

Experience

• Ineffective

• Effective

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Assessment of Fiedler’s Model 

•

Positives: – Considerable evidence supports the model,

especially if the original eight situations are

grouped into three

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Prentice Hall

12-6

Problems:

 –  The logic behind the LPC

scale is not well understood

 –  LPC scores are not stable

 – Contingency variables arecomplex and hard to

determine

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Situational Leadership Theory• A model that focuses on follower “readiness” 

 – Followers can accept or reject the leader

 – Effectiveness depends on the followers’ response tothe leader’s actions 

 – “Readiness” is the extent to which people have the

ability  and willingness to accomplish a specific task

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Ability to follow Willingness to Follow Leadership Behavior

Unable Unwilling Give clear and specific directions

Unable Willing Display high task orientation

Able Unwilling Use a supportive and participatory style

Able Willing Doesn’t need to do much 

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