However, Fiedler identified three factors for leader’s effectiveness: a. Leader-member relations – It is the degree of confidence, trust and respect subordinates have in their leader. According to this theory, an individual can be an effective leader in one circumstance and an ineffective leader in another one. This theory states that leader has different relationship with different subordinate. In this example, we’re going to imagine that you have been newly appointed the manager of a PizzaHut restaurant. Even the universally accepted “democratic style” of leadership concentrating on subordinates participation in decision making process cannot be operative in every situation. The first factor on which leadership style depend in the motivational factor. He defined four conditions- low task-low relationship, low task- high relationship, high task-low relationship, and high task-high relationship. You can interpret your score as follows: To understand the situation you are facing answer the following questions: The easiest way to do this is to score each answer from 1 to 10, with 10 representing the highest value.eval(ez_write_tag([[580,400],'expertprogrammanagement_com-large-mobile-banner-1','ezslot_9',609,'0','0'])); Now that we understand how we like to lead, and we understand the situation we are facing, we’re in a position to determine if we have the right style for the situation we’re facing. Task structure is high. This is because you are new to the job so your team won’t trust you. This can be known from the concept of LPC (Least Preferred Co-workers). In this example, we’re going to imagine that you’ve just been promoted to be the manager of a software development team you’ve been working in for two years.eval(ez_write_tag([[300,250],'expertprogrammanagement_com-leader-3','ezslot_13',657,'0','0'])); In this scenario, the situational factors might look something like this: According to Fiedler’s Contingency Theory of Leadership, and using our table above, a task-oriented leader is best suited to this type of role. The weakness of Reddin’s model is that it skips the situation. Is trust with your team high or low (member relations)? It is easy to see that the first two pertain to the task orientation and the last two to relationship orientation. Disclaimer 8. LPC is an instrument to measure that whether a person is task oriented leader or relation oriented leader. It speaks of substitute and neutralisers that impact leadership. The model suggests that the behaviour of a leader becomes effective depending on situational variables that are many in number. Instead, the best way to do this will be contingent on the situation. If your leadership style doesn’t match the situation that’s it. Are tasks vague or clear-cut and well understood (task structure)? This theory was proposed by Ker and Jermier. It is the group in the organisation who is not given special attention. Substitutes and neutralisers mentioned in leadership substitute theory also impact the effectiveness of behaviour. The LPC does not measure the co-worker, but the leader. One of the important problems he has not taken account of is that environment though may affect the person over time, but such effects may vary according to the characteristics of people. If LPC is low, it indicates relation oriented leader. It contains 16 contrasting styles. This puts the theory at odds with more mo… This was proposed by Gary Yukl, an eminent theorist in leadership. Contingency leadership theory undertakes that leadership characteristics are significantly dependent on contextual factors. 54 and below: You are a task-oriented leader. This is because there are extremely clear operating procedures to follow covering everything from how to make each pizza, to how to welcome customers to the restaurant. This is determined by how much control over the situation you have as a leader (situational control).