The Fiedler Contingency Model organizes this idea into the full-blown theory that no one leadership style is universally effective.
This model was developed by Austrian psychologist Fred Fiedler in the 1960s.
Still, your leadership style can incredibly difficult to change because it is forged over a lifetime.
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To determine your leadership style, the Fiedler model measures leadership on the Least-Preferred Co-Worker (LPC) scale.
On this scale, you rate your feelings about the co-worker you least preferred to work with.
Relationship-oriented leaders, explains Ben-Ami, build stronginterpersonal connections, engender trust, and emphasize collaboration.
[However,] they… could struggle with maintaining task efficiency that can be required in some situations.
These leaders… excel in providing structure and direction.
However, they may struggle in situations that are more ambiguous and where relationships are more central.
This scenario calls for a task-oriented leader because the situation is highly unfavorable.
A relationship-oriented leader would have trouble getting things done because theyd want to get team members' buy-in.
Task-oriented leaders dont have this problem.
Task-oriented leaders can also be useful when task structure is high.
Based on these examples, it can be understood that different leadership styles are required depending on the situation.
The model says if you cant change the situation, you must give up leadership.
There are no other options.
Also, self-assessment isnt always a reliable way todetermine one’s leadership style.
Finally, its unclear what people who score in the middle of the LPC should do.
Takeaways
Since its introduction in the 1960s, Fiedlers Contingency Model has been a significanttheory of leadership.
This doesnt mean the leader is bad generally, but that they may just be bad for the situation.
Indeed.Fiedler’s Contingency Model (With Definitions and Tips).
Asana.Fiedler’s Contingency Theory: Why leadership isn’t uniform.
Ward P.Fiedler’s Contingency Theory: Summary with Examples.
