The high LPC score leaders derived most satisfaction from interpersonal relationships and therefore evaluate their least preferred co-workers in fairly favorable terms. These leaders think about the task accomplishment only after the relationship need is well satisfied. On the other hand, the low LPC score leaders derived satisfaction from performance of the task and attainment of objectives and only after tasks have been accomplished, these leaders work on establishing good social and interpersonal relationships. Three factors work together to determine how favorable a situation is to a leader.
Furthermore, training of groups is seen as a method to improve the nature of the relationship within the group. Critique on the Fiedler contingency model Throughout the years the Fiedler Contingency Model has also been criticized.
For instance, the Fiedler Contingency Model would have little or no flexibility. Fred Fiedler assumed that a natural leadership style of a leader is a fixed given and that this is related to his personality characteristics.
He thought that his natural leadership style would therefore be the most effective. What he did not take into account is the fact that a leader does not always have to give in to his natural leadership style and that he can abandon this.
Consequently, he can manage on task-orientation or people-orientation.
Do you recognize the practical explanation or do you have more additions? What are your success factors for good situational leadership? Share your experience and knowledge in the comments box below.
If you liked this article, then please subscribe to our Free Newsletter for the latest posts on Management models and methods. More information Fiedler, F.
John Wiley and Sons. Reviews studies of the contingency model of leadership effectiveness. A contingency model of leadership effectiveness. Advances in experimental social psychology, 1, Psychological Bulletin90 2 Organizational Behavior and Human Performance, 19 1 How to cite this article: Retrieved [insert date] from ToolsHero: Your rating is more than welcome or share this article via Social media!Nov 05, · Fiedler's contingency model measures the effectiveness of a group's performance based on the leadership style and the situation of the group.
Discussion. This approach seeks to identify the underlying beliefs about people, in particular whether the leader sees others as positive (high LPC) or negative (low LPC).The neat trick of the model is to take someone where it would be very easy to be negative about them.
Fiedler's contingency theory states that there are three elements that dictate a leader's situational control. The three elements are task structure, leader/member relations, and positioning power.
Fiedler’s contingency model is a dynamic model where the personal characteristics and motivation of the leader are said to interact with the current situation that the group faces. Thus, the contingency model marks a shift away from the tendency to attribute leadership effectiveness to .
The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation.
This is the result of two factors – "leadership style" and "situational favorableness" (later called "situational control"). Leadership Style. Identifying leadership style is . The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation.
This is the result of two factors – "leadership style" and "situational favorableness" (later called "situational control").