Fiedler Model Essay

2218 Words Mar 22nd, 2013 9 Pages
The Fiedler Model
Fiedler’s Contingency Theory shows the relationship between the leader’s orientation or style and group performance under differing situational conditions. The theory is based on determining the orientation of the leader (relationship or task), the elements of the situation (leader-member relations, task structure, and leader position power), and the leader orientation that was found to be most effective as the situation changed from low to moderate to high control. Fiedler found that task oriented leaders were more effective in low and moderate control situations and relationship oriented managers were more effective in moderate control situations

LPC and Situational Factors

Fiedler identified the a Least
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If the group’s task is unstructured, and if the leader is no more knowledgeable that the group about how to accomplish the task, the situation is unfavorable.
Leader position power: Position power is determined at its most basic level by the rewards and punishments which the leader officially has at his or her disposal for either rewarding or punishing the group members on the basis of performance. The more power the leader has, the more favorable the situation.

The best LPC approach depends on a combination of the three. Generally, a high LPC approach is best when leader-member relations are poor, except when the task is unstructured and the leader is weak, in which a low LPC style is better.

# | Leader-Member Relations | Task structure | Leader's Position- power | Most Effective leader | 1 | Good | Structured | Strong | Low LPC | 2 | Good | Structured | Weak | Low LPC | 3 | Good | Unstructured | Strong | Low LPC | 4 | Good | Unstructured | Weak | High LPC | 5 | Poor | Structured | Strong | High LPC | 6 | Poor | Structured | Weak | High LPC | 7 | Poor | Unstructured | Strong | High LPC | 8 | Poor | Unstructured | Weak | Low LPC |

Leader Orientation

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

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