The Fiedler Model of Leadership
Fred Edward Fiedler (born July 13, 1922) is one of the leading researchers in industrial and organizational psychology of the 20th century. He was business and management psychologist at the University of Washington.He helped this field move from the research on traits and personal characteristics of leaders, to leadership styles and behaviours. In 1967 he introduced the contingency modeling of leadership, with the now-famous Fiedler Contingency Model.
Identifying leadership style: Fiedler believes that a key factor in leadership success is the individual basic leadership style.He created the least preferred co-worker (LPC) questionnaire to ...view middle of the document...
People who are task motivated, on the other hand, tend to rate their least preferred coworkers in a more negative manner. Therefore, they receive lower LPC scores. So, the Least Preferred Coworker (LPC) scale is actually not about the least preferred worker at all, instead, it is about the person who takes the test; it is about that person's motivation type. This is so, because, individuals who rate their least preferred coworker in relatively favorable light on these scales derive satisfaction out of interpersonal relationship, and those who rate the coworker in a relatively unfavorable light get satisfaction out of successful task performance. This method reveals an individual's emotional reaction to people they cannot work with.
Fiedler’s model assumes that group performance depends on Leadership described in terms of task motivation and relationship motivation.
Situational favorableness etermined by three factors.these are given below-
* Leader-Member relations: Task structure: It is the degree to which the job assignments are procedurized.
* Task structure:It is the degree to which the job assignments are procedurized.
* Position power: It is the degree of influence a leader has over power variables such as hiring ,firing, discipline ,promotions and salary increases.
For leader-member relations, Fiedler maintains that the leader will has more influence if they maintain good relationship with group member who like, respect, and trust themthan if they do not. Fiedler explains that task structure is the second most important factor in determining structural favorableness. He contends that highly structured tasks, which specify how a job is to be done in detail provide a leader with more influences over group actions than do unstructured tasks. Finally, as for position power, leads who have the power to hire and fire, discipline and reward, have more power than those who do not. For example, the head of a department has more power than a file clerk.
By classifying a group according to three variables, it is possible to identify eight different group situations or leadership style. These eight different possible combinations were then classified as either task orientation or relationship orientated. In the following diagram, it shows that task-orientated leadership was successful in five situations, and relationship-orientated in three.
Matching Leaders and Situation: Combining the three contingency dimensions yields eight possible sityuations in which leaders can find themselves (Exhibit 1.1).The Fiedler model proposes matching an individual’s LPC score and these eight situatons to achieve maximum leadership effectiveness.
Fiedler concluded that task-oriented leaders perform better in situations very favorable to them and very...