Experimental Examination of the Contingency Model and the Leader-Environment-Follower Interaction Theory of Leadership

Abstract

The intent of this paper was to examine basic hypotheses of Fiedler's contingency theory concerning the relationship of situational variables with the effectiveness of leadership styles. The paper also examines the content validity of the LPC scale. In addition the paper tests the basic position of the Leader-Environment-Follower Interaction (LEFI) Theory that leaders' facilitation of followers' ability, goals, role perception, and environment yields increased performance. The subjects included 107 female and 149 male students from introductory classes in management. 64 were selected as leaders and were trained to behave in a manner designed to vary the LEFI Theory variables. An assembly-simulation task was performed by the followers. Fiedler's Least Preferred Co-worker (LPC) scores and his measures of situational variables were completed by the leader at the conclusion of the session. The LPC scores correlated with followers' performance in the direction opposite that predicted by Fiedler. Situational effects were not statistically significant. The LEFI Theory positions were supported by an analysis of variance. These variables accounted for 54% of the variance in followers' performance.