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3/7/2021 Pearson eText 1/2 Exhibit 12-1 situational dimensions: 1. Leader–member relations is the degree of confidence, trust, and respect members have in their leader. 2. Task structure is the degree to which the job assignments are procedurized (that is, structured or unstructured). 3.

Position power is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. According to the model, the higher the task structure becomes, the more procedures are added; and the stronger the position power, the more control the leader has. The favorable situations are on the left side of the model in Exhibit 12-1 . A very favorable situation (in which the leader has a great deal of control) might include a payroll manager who has the respect and confidence of his or her employees (good leader–member relations); activities that are clear and specific—such as wage computation, check writing, and report filing (high task structure); and considerable freedom to reward and punish employees (strong position power).

An unfavorable situation, to the right in the model, might be that of the disliked chairperson of a volunteer United Way fundraising team (low leader–member relations, low task structure, low position power). In this job, the leader has very little control. When faced with a category I, II, III, VII, or VIII situation, task-oriented leaders perform better. Relationship-oriented leaders, however, perform better in moderately favorable situations—categories IV, V, and VI. Findings From the Fiedler Model     Pearson eText 2//7/2021 Pearson eText 1/1 conditions a, b, and c?

We next consider the Fiedler model, one approach to isolating situational variables. The Fiedler Model Fred Fiedler developed the first comprehensive contingency model for leadership. The Fiedler contingency model proposes that group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control. With the model, the individual’s leadership style is assumed to be permanent. As a first step, the least preferred coworker (LPC) questionnaire identifies whether a person is task-oriented or relationship-oriented by asking respondents to think of all the coworkers they ever had and describe the one they least enjoyed working with.

If you describe this person in favorable terms (a high LPC score), you are relationship-oriented. If you see your least-preferred coworker in unfavorable terms (a low LPC score), you are primarily interested in productivity and are task-oriented. After finding a score, a fit must be found between the organizational situation and the leader’s style for leadership effectiveness to be predicted. We can assess the situation in terms of three contingency or situational dimensions: 1. Leader–member relations is the degree of confidence, trust, and respect members have in their leader.

2. Task structure is the degree to which the job assignments are procedurized (that is, structured or unstructured). 3. Position power is the degree of influence a leader has over bl h h f d l d 14     

Paper for above instructions

Leadership Styles and the Fiedler Contingency Model: An Analytical Overview

The complexity of leadership efficacy hinges on multiple factors, notably the interplay between a leader's style, situational variables, and the specific dynamics within a team. One of the prominent frameworks utilized to understand these intricacies is the Fiedler Contingency Model. Developed by Fred Fiedler in the 1960s, this model emphasizes that the success of a leader is determined by the fit between their leadership style and the situational context (Fiedler, 1967). This paper discusses the foundational principles of the Fiedler model, identifies situational dimensions that influence leadership effectiveness, and explores the implications for organizational settings.

Core Principles of the Fiedler Model

The Fiedler Contingency Model posits that leadership style is relatively stable and can be classified as either task-oriented or relationship-oriented. Task-oriented leaders focus on the completion of tasks, setting and adhering to clear guidelines to achieve organizational goals. In contrast, relationship-oriented leaders prioritize team dynamics, striving to build strong interpersonal connections within their teams (Fiedler, 1967).
To evaluate a leader's predominant style, Fiedler developed the Least Preferred Coworker (LPC) questionnaire. Individuals are asked to think of a coworker they least enjoyed working with and rate that person on various attributes. A high LPC score indicates a relationship-oriented style, while a low LPC score suggests a task-oriented approach (Fiedler, 1993). This diagnostic tool is essential for placing leaders in contexts where their styles will be most effective.

Situational Dimensions in Leadership

The effectiveness of a leader, according to Fiedler, is influenced by three situational dimensions:
1. Leader-Member Relations: This dimension measures the level of trust, respect, and confidence that team members have in their leader. High leader-member relations often facilitate communication and cooperation, enabling the leader to exercise influence more effectively.
2. Task Structure: The second dimension addresses the clarity and structure of job assignments. A high degree of task structure means tasks are clearly defined, with explicit procedures for completion. Conversely, low task structure refers to ambiguous job roles without defined processes, which can lead to confusion and inefficiency.
3. Position Power: This dimension relates to the authority a leader possesses within the organization, particularly as it pertains to making decisions about hiring, firing, promotions, and disciplinary actions. A strong position power allows leaders to enforce compliance and motivate employees through tangible incentives or consequences (Fiedler, 1967; Northouse, 2018).

Impact of Situational Dimensions on Leadership Effectiveness

Fiedler's research indicates that task-oriented leaders perform best in very favorable or very unfavorable situations. For instance, in a high-control scenario, such as a well-defined project where team members trust the leader, task-oriented leaders can effectively guide their team to meet objectives (Hersey & Blanchard, 1988). Conversely, in highly unfavorable contexts—like a poorly structured team without trust—these leaders can reestablish order by implementing clear goals and guiding team members toward task completion.
In moderately favorable situations, characterized by some ambiguity in tasks and trust in the leader, relationship-oriented leaders flourish. They can leverage their strength in building rapport and collaboration, which fosters a more engaged and motivated team environment (Bowers & Seashore, 1966). Leaders who excel in creating an inclusive, supportive atmosphere can encourage creativity and problem-solving, essential features in evolving market environments.

Practical Applications of the Fiedler Model

The implications of the Fiedler Contingency Model in organizational practices are profound. First, it underscores the necessity for organizations to assess leadership styles before assigning leaders to specific roles. By aligning leadership styles with situational contexts, organizations can enhance productivity and employee satisfaction (Vecchio, 2007). Training programs that allow emerging leaders to understand their LPC scores and adapt to various contexts could be invaluable in fostering a flexible leadership pipeline.
Furthermore, organizations may benefit from developing a comprehensive understanding of team variables—such as the composition of team members, the clarity of task assignments, and the dynamics of trust—when structuring teams. Tailoring leader assignments with these factors in mind may lead to improved team performance and overall organizational effectiveness.

Conclusion

In summary, the Fiedler Contingency Model offers valuable insights into the relationship between leadership styles and situational contexts. By comprehensively understanding the dimensions of leader-member relations, task structure, and position power, organizations can create strategic alignments that bolster leadership effectiveness. The model serves as a reminder that there is no one-size-fits-all approach to leadership; instead, effectiveness arises from fitting the right leader to the right situation.

References

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