Fred E. Fiedler

A Contingency Model of Leadership Effectiveness1

Publisher Summary The leader is an individual in the group, who directs and coordinates task-relevant group activities, or who, in the absence of a designated leader, automatically performs these functions in the group. This chapter provides an overview of the framework for the understanding of factors which determine a leaders personality attributes and its impact on group performance, the development of integrative model, and empirical support for the model. A leader is either appointed by a representative of the larger organization of which the group is a part; or is elected by the group; or in case there is neither an elected nor an appointed leader, he can be identified as most influential on task-relevant questions of a sociometric preference questionnaire. The leader and member abilities are among the most important predictors of group performance, and a high correlation between the leaders ability score and the groups performance presumably reflects the degree of leader influence over the task itself. The negative correlations suggest that the leaders influence, or his contribution to the task is minimal. A leader can be trained to modify these attitudes, but considerable effort might be required on the part of many individuals to make them. The leaders task functions and his therapeutic attitudes are highly speculative, and extensive future research is required to elucidate the role, which these therapeutic attitudes play in the group process.

The Contingency Model and the Dynamics of the Leadership Process1

Publisher Summary This chapter describes the contingency model and the dynamics of the leadership process. The Contingency Model provides a conceptual framework which enables to explain the effects of such change-inducing conditions as organizational turbulence, leadership experience, training, and job rotation. The integrating concept in the dynamic interpretation of this theory is the leaders situational control and influence, which, as it changes, brings about a corresponding change in the leaders behavior and performance. The Contingency Model has a number of shortcomings that need to be remedied as new research data become available. Specifically, there is need of a conceptually cleaner definition and a better metric of the situational control dimension, and it is necessary to continue research on personality and behavioral correlates of LPC, and on the effect of this variable on interpersonal encounters outside the leadership context. In addition, it is important to seek concepts which integrate different leadership theories of proven worth. The interpretation of the situational control dimension as a correlate of uncertainty and anxiety is a promising development in this direction. Leadership, and the authority relationship of which it is a part, is a central and important phenomenon in our everyday life. It plays a powerful role in the governance of our institutions and our society, and it makes obvious the critical need for understanding, developing, and improving the leadership resources at our disposal.

The effect of leadership and cultural heterogeneity on group performance: A test of the contingency model

Abstract An experiment was conducted (a) to compare the performance of 96 culturally and linguistically homogeneous and heterogeneous three-man teams under powerful and weak leadership positions and on three types of tasks varying in structure and requirements for verbal interaction, and (b) to test a previously described Contingency Model of Leadership Effectiveness. Homocultural and heterocultural groups differed in performance only on the highly verbal task. Heterogeneous groups, despite obvious communication difficulties and culturally divergent backgrounds, performed about as well on the structured and nonverbal tasks as did homogeneous groups. Groups led by recruit leaders performed as well as groups directed by petty officers. Thus, neither the military leadership training and experience nor the position power of petty officers contributed to the effectiveness of these groups. These findings have considerable potential implications for leadership training programs and evaluation of the communication variable in affecting group productivity. The experiment clearly supported the hypothesis derived from the Contingency Model that the specific leadership style required for effective group performance is contingent upon the favorableness of the group-task situation. As in previous research, groups under managing, task-controlling (low LPC) leaders performed best in very favorable group-task situations as well as in group-task situations which were relatively unfavorable or very unfavorable. Permissive, considerate, group-oriented leaders performed best in situations intermediate in favorableness.

Leadership experience and leader performance—another hypothesis shot to hell☆

Abstract Data from three experiments and 385 managers and supervisors of task groups in five different organizations were used to test the hypothesis that number of years of supervisory experience will correlate positively with leadership performance as measured by group productivity. None of the experimental tests, and none of the seven field studies supported this hypothesis. In fact, the median correlation for independent samples between years of supervisory experience and leadership performance was — .12. These results are discussed in terms of their implications for leadership theory and management selection practices.

The Effects of Leadership Training and Experience: A Contingency Model Interpretation.

This paper summarizes recent studies based on the contingency model of leadership effectiveness tvhich suggest why research typically has failed to shotv that leadership training and experience increase organizational performance. The contingency model postulates that group performance depends on the match bettveen situational favorableness, that is, the leaders control and influence, and leadership motivation (as measured by the Least Preferred Coworker scale). Since leadership training and experience are designed to increase the leaders control and influence, they should improve the leaders situational favorableness. A change in situational favorableness through training and experience should, therefore, decrease the performance of some leaders tvhile increasing that of others. The empirical evidence, reviewed in this paper, supports this hypothesis. Based on the contingency model, netv strategies of leadership training and job rotation are suggested.

Personality, Motivational Systems, and Behavior of High and Low LPC Persons

Abstract : The paper presents a new interpretation of the least preferred coworker (LPC) score which suggests that the score reflects a hierarchy of goals. High LPC persons have as their primary goal the establishment and maintenance of interpersonal relations and as a secondary goal the attainment of prominence and self-enhancement. The low LPC person is seen as having as his primary goal the achievement of tasks and material relations. The implications of this interpretation and the supporting data for the prediction of behavior, leadership training, and personality theory are discussed, as is the integration of the contingency model results with findings obtained in other leadership research programs.

The contingency model of leadership effectiveness: Its levels of analysis

Abstract The contingency model of leadership effectiveness (Fiedler, 1978) has been the basis for an extensive body of research. During the last three decades, numerous studies have supported its propositions (Peters, Hartke, & Pohlmann, 1985; Strube & Garcia, 1981), but the model has also elicited strong criticisms. This article argues that the contingency model was one of the first models in leadership research that was theoretically multi-level and methodologically multi-source. New evidence and alternative perspectives are offered to address the issues concerning the conceptual definitions of the models components, which have often been the subject of debate. The discussion concludes with productive avenues for future research in the paradigm and its potential contributions to leadership training and development within a multi-level framework.

The Contingency Model: Criticism and Suggestions

The authors present a critical analysis of Fiedlers Contingency Model of Leadership Effectiveness. These criticisms are discussed and various solutions are suggested.

The Effects of Programmed Culture Training upon the Performance of Volunteer Medical Teams in Central America

Abstract : The study compared the performance of volunteer medical teams who received a programmed culture assimilator test with teams who did not receive the assimilator. All team members, all citizens of the United States, worked for three-week periods in Honduras and Guatemala and were rated on their success in conducting clinics and managing community development projects. The effect of culture training upon productivity was accentuated in teams in which the majority of members had worked in Central America before. Assimilator training also had greatest effect for teams working in villages in which teams experienced relatively little difficulty in their relations with the community. (Author)

The Utilization of Staff Member Intelligence and Experience Under High and Low Stress

An investigation on determinants of effective staff work showed that stress in the relationship between the staff officer and the superior constitutes an important moderator variable. When stress w...