Abstract
Using 3-man laboratory groups performing an unstructured task, leader position power was experimentally manipulated as a test of Fiedler's (1965) suggestion that characteristics of a leadership situation could be “engineered” to provide a productive match with leadership style. Increased leader power resulted in increased leader structuring behavior, but decreased leader power was ineffective in decreasing structuring behavior. Group productivity predictions derived from Fiedler's (1967) contingency model were supported in low ability groups but contradicted in high ability groups. It was concluded that while situational engineering still may be a viable idea, the ability of the model to provide specific “engineering” guidance is questionable.
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