Features of Fiedler’s Contingency Theory
The basis of the theory states that leadership styles depend on the situations that are found in the organization. Here are the primary features of the theory:
- Least Preferred Co-worker (LPC) Scale: The LPC scale is a measuring device applied to diagnose a leader’s style. The leaders of the four organizations were asked to complete a least favorite co-worker scale in which they provided a rating for a series of bipolar adjectives (e.g., friendly-unfriendly, cooperative-uncooperative). LPC is scored high when people relate more to the interpersonal aspect, and when scored low, people focus mainly on the task aspect.
- Situational Variables: The theory focuses on three situational characteristics: Leader-Member Relations, Task Structure, and Position Power that jointly define the relative permissiveness/ harshness of the leader’s working conditions.
- Match Between Style and Situation: According to Fiedler, task-oriented leaders may work best where the environmental rating is either very positive or very negative. Hence, moderately positive conditions provide the highest level of advantage to relationship-oriented leaders.
- Situational Control: The element of situational control is very important in this theory. It relates to the idea of how much the leader can influence the group’s results. This happens when; The organizational relationship is harmonious for the leader and the other members are closely supervised, The formal tasks assigned are clear and familiar to the leader and The leader has a high degree of formal authority over the other members.
- Leadership Effectiveness: Fiedler was of the view that situational contingencies should match the leader’s favored style of approach rather than a leader trying to alter his or her approach to fit the situation.