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 leader's situational control and influence, which, as it changes, brings about a corresponding change in the leader's 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 Contingency Model and the Dynamics of the Leadership Process1

Application de procedes meta-analytiques quantitatifs tires de Schmidt et Hunter a la litterature portant sur la theorie de la contingence de Fiedler expliquant le leadership dans le cadre de l'interaction entre le leader et la situation de leadership

Fiedler's Contingency Theory of Leadership: An application of the meta-analysis procedures of Schmidt and Hunter

A meta-analytic investigation of Fiedler's contingency model of leadership effectiveness.

Twelve studies testing the effectiveness of LEADER MATCH, a new approach to leadership training, are reviewed. The training program is presented in a self-paced, programmed instruction manual based on Fiedler's Contingency Model (1964, 1967). Five studies were conducted in civilian organizations and seven were conducted in military settings. The performance evaluations were collected from two to six months after training and in some studies included pre and post measures. The performance evaluations of 423 trained leaders were compared with those of 484 leaders who have been randomly assigned to control groups. All 12 studies yielded statistically significant results supporting LEADER MATCH training.

The effectiveness of contingency model training: a review of the validation of leader match

Summary The study tested Fiedler's contingency theory by examining the relationship between Lebanese secondary school principals' style and school outcomes The findings support the Least Preferred Co-worker instrument as a discriminatory tool and demonstrate the existence of significant predictive relationships between high LPC scores and students' achievement in high and moderate control situations No support is provided to Fiedler's interpretation of the LPC instrument as a measure of a hierarchy of motives nor to Fiedler's LPC/situational-control match concept

The Effect of the Least Preferred Co-Worker Measure on School Outcomes in Lebanon's Educational System.

Summary The problem was to test the applicability of Fiedler's contingency model on 56 junior high school classroom groups. It investigated the effectiveness of high and low least preferred co-worker (LPC) leaders with good and poor leader member relations (LMR) and weak power on structured and unstructured group tasks. The results indicated that high LPC leaders were more effective for a structured task when LMR were poor, and no relationship was found when LMR were good. For an unstructured task the results indicated that high LPC leaders were more effective when LMR were good. When LMR were poor, low LPC leaders were more effective than high on only one of the four measures used. These findings offer partial support for the model.

An Experimental Test of the Contingency Model on Small Classroom Groups.

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An Experimental Test of the Contingency Model on Small Classroom Groups.