Abstract
After briefly discussing the prominence, basic substance, and history of Fiedler's contingency model of leadership effectiveness, four issues crucial to the current status and future development of the model were considered: (a) the form of the contingent relationship actually constituting the model; (b) the need for direct measurement of situational favorableness; (c) the problem of classifying results from evidential validation studies; and (d) the need for process measurement in studies evaluating organizational applications of the model. Conclusions were offered concerning the contribution already made by the contingency model to leadership research and key directions for future research involving the model.
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