Fiedler's model assumes that group performance depends on:High levels of these three factors give the most favourable situation, low levels, the least favourable. Relationship-motivated leaders are most effective in moderately favourable situations. Task-motivated leaders are most effective at either end of the scale.
Fiedler suggests that it may be easier for leaders to change their situation to achieve effectiveness, rather than change their leadership style.
As the early researchers ran out of steam in their search for traits, they turned to what leaders did – how they behaved (especially towards followers). They moved from leaders to leadership – and this became the dominant way of approaching leadership within organizations in the 1950s and early 1960s. Different patterns of behaviour were grouped together and labelled as styles. This became a very popular activity within management training – perhaps the best known being Blake and Mouton’s Managerial Grid (1964; 1978). Various schemes appeared, designed to diagnose and develop people’s style of working. Despite different names, the basic ideas were very similar. The four main styles that appear are:
Fiedler contingency model - Wikipedia
Fred Fiedler developed what is known as the Contingency Model of Leadership. He is famous for being the first management theorist to say that leadership effectiveness depends on the . The most astounding thing is that nobody else seems to have thought of that before Fred, which says a lot about academics and management theorists. Every manager would have known it.
Major leadership contingency models include:
Aside from their very general nature, there are some issues with such models. First, much that has been written has a North American bias. There is a lot of evidence to suggest cultural factors influence the way that people carry out, and respond to, different leadership styles. For example, some cultures are more individualistic, or value family as against bureaucratic models, or have very different expectations about how people address and talk with each other. All this impacts on the choice of style and approach.
Hierarchical subspace models for contingency tables …
Second, as we saw earlier, there may be different patterns of leadership linked with men and women. Some have argued that women may have leadership styles that are more nurturing, caring and sensitive. They look more to relationships. Men are said to look to task. However, there is a lot of debate about this. We can find plenty of examples of nurturing men and task-oriented women. Any contrasts between the style of men and women may be down to the situation. In management, for example, women are more likely to be in positions of authority in people-oriented sectors – so this aspect of style is likely to be emphasized.
Leadership and The Contingency Theory - Villanova …
Models like this can help us to think about what we are doing in different situations. For example, we may be more directive where a quick response is needed, and where people are used to being told what to do, rather than having to work at it themselves. They also found their way into various management training aids – such as the development of Mouton and Blake’s managerial grid by Reddin (1970; 1987) that looked to the interaction of the characteristics of the leader, the characteristics of the followers and the situation; and Hersey and Blanchard’s (1977) very influential discussion of choosing the appropriate style for the particular situation.
The Contingency Argument for God : Strange Notions
What began to develop was a approach. The central idea was that effective leadership was dependent on a mix of factors. For example, Fred E. Fiedler argued that effectiveness depends on two interacting factors: leadership style and the degree to which the situation gives the leader control and influence. Three things are important here: