Predicting the emergence of leaders using Fiedler's contingency model of leadership effectiveness.

Abstract

2 Fiedler's (1967) contingency model of lead- ership effectiveness has been one of the most influential theories in the field of leadership research. The model proposes that leadership effectiveness, as reflected by group produc- tivity, is contingent upon the interaction of the leader's orientation and the favor- ableness of the group task situation. Lead- ership orientation is measured by Fiedler's esteem for the least preferred co-worker (LPC) scale. Fiedler (1967) originally proposed that low LPC leaders are task oriented and primarily motivated toward task achievement while high LPC leaders are relationship oriented and primarily motivated toward establishing rewarding interpersonal relationships. Fiedler (1970) recently modi- fied this interpretation to include secondary motivational systems. Situational favorable- ness reflects the degree to which the leader has influence and control over the group's activities. Favorableness is determined by the nature of the leader-member relations, the degree of structure inherent in the task, and the leader's position power. The contingency model describes the relationship between lead- ership orientation (or style) and leadership effectiveness in terms of correlations between