The contingency model of leadership effectiveness: Its levels of analysis

Abstract

The contingency model of leadership effectiveness (Fiedler, 1978) has been the basis for an extensive body of research. During the last three decades, numerous studies have supported its propositions (Peters, Hartke, & Pohlmann, 1985; Strube & Garcia, 1981), but the model has also elicited strong criticisms. This article argues that the contingency model was one of the first models in leadership research that was theoretically multi-level and methodologically multi-source. New evidence and alternative perspectives are offered to address the issues concerning the conceptual definitions of the model's components, which have often been the subject of debate. The discussion concludes with productive avenues for future research in the paradigm and its potential contributions to leadership training and development within a multi-level framework.