The Fiedler Model

 The Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a scientist who
studied the personality and characteristics of leaders.
 The model states that there is no one best style of leadership. Instead, a leader's
effectiveness is based on the situation. This is the result of two factors – "leadership style"
and "situational favorableness" (later called "situational control").

Leadership Style

Identifying leadership style is the first step in using the model. Fiedler believed that leadership style
is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC)
Scale (see figure 1).

The scale asks you to think about the person who you've least enjoyed working with. This can be a
person who you've worked with in your job, or in education or training.

You then rate how you feel about this person for each factor, and add up your scores. If your total
score is high, you're likely to be a relationship-orientated leader. If your total score is low, you're
more likely to be task-orientated leader.

Figure 1: Least-Preferred Co-Worker Scale

1   2   3   4   5   6   7  
Unfriendly  8 Friendly

1   2   3   4   5   6   7  
Unpleasant  8 Pleasant

1   2   3   4   5   6   7  
Rejecting  8 Accepting

1   2   3   4   5   6   7  
Tense  8 Relaxed

1   2   3   4   5   6   7  
Cold  8 Warm

1   2   3   4   5   6   7  
Boring  8 Interesting

Backbiting 1   2   3   4   5   6   7   Loyal

  8

Uncooperativ 1   2   3   4   5   6   7  
e  8 Cooperative

1   2   3   4   5   6   7  
Hostile  8 Supportive

1   2   3   4   5   6   7  
Guarded  8 Open

1   2   3   4   5   6   7  
Insincere  8 Sincere

1   2   3   4   5   6   7  
Unkind  8 Kind

1   2   3   4   5   6   7  
Inconsiderate  8 Considerate

1   2   3   4   5   6   7  
Untrustworthy  8 Trustworthy

1   2   3   4   5   6   7  
Gloomy  8 Cheerful

1   2   3   4   5   6   7  
Quarrelsome  8 Harmonious
Contingency Theory Examples

Example 1: PizzaHut Restaurant Manager

In this example, we’re going to imagine that you have been newly appointed the
manager of a PizzaHut restaurant. In this scenario we might expect the following
situational factors:

 Trust will be low. This is because you are new to the job so your team won’t
trust you. Secondly, staff turnover is high so it’s going to be difficult to build
strong relationships.

 Task structure is high. 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.

 Position power is high. You have the ability to hire and fire and reward and
punish as is required.
Hersey and Blanchard

What Is the Hersey-Blanchard Model?

The Hersey-Blanchard Model suggests no single leadership style is better than

another. Instead of focusing on workplace factors, the model suggests leaders adjust
their styles to those they lead and their abilities.

Under the model, successful leadership is both task-relevant and relationship-

relevant. It is an adaptive, flexible style, whereby leaders are encouraged to consider
their followers—individuals or a team—then consider the factors that impact the work
environment before choosing how they will lead. This ensures they will meet their
goals.

The Hersey-Blanchard Model is also referred to as the Situational Leadership Model

or Theory.
KEY TAKEAWAYS

 The Hersey-Blanchard Model suggests no leadership style is better than

another.
 The model suggests managers adapt their leadership style to tasks and
relationships in the workplace.
 The model's leadership styles are related directly to the different maturity
categories of followers or employees.
ADVANTAGES DISADVANTAGES
leaders can change their style at situational leadership may put too
their own discretion at any time.  much responsibility on the manager,
whose decisions may be flawed.
employees may find a leader who Also, the model may not apply to
adapts to shifts in the workforce as a every work culture. The model may
desirable trait also prioritize relationships and
tasks, as opposed to a company's
long-term goals.
It is also a simple and easy-to-apply
leadership style, meaning a manager
can quickly evaluate a situation and
make decisions as they see fit.

IMPORTANT: Because the Hersey-Blanchard model depends on a leader's

decision-making skills, it uses an individualistic rather than a group approach.

Hersey-Blanchard Model and Leadership Styles

Hersey and Blanchard developed four types of leadership styles based on the task
and relationships that leaders experience in the workplace. According to the model,
the following are styles of leadership managers can use:

 Delegating style: A low-task, low-relationship style wherein the leader allows

the group to take responsibility for task decisions. This is best used with high
maturity followers.
 Participating style: A low-task, high-relationship style that emphasizes
shared ideas and decisions. Managers can use this style with moderate
followers who are experienced but may lack the confidence to do the tasks
assigned.
 Selling style: A high-task, high-relationship style in which the leader attempts
to sell their ideas to the group by explaining task directions in a persuasive
 manner. This, too, is used with moderate followers. Unlike the previous style,
these followers have the ability but are unwilling to do the job.
 Telling style: A high-task, low-relationship style wherein the leader gives
explicit directions and supervises work closely. This style is geared toward low
maturity followers.
Path goal theory

What is Path-Goal Theory?

The Path-Goal model is a theory based on specifying a leader’s style or behavior

that best fits the employee and work environment in order to achieve a goal. The
path-goal theory can best be thought of as a process in which leaders select specific
behaviors that are best suited to the employees’ needs and their working
environment so that they may best guide the employees through their path in the
obtainment of their daily work activities (goals).
The Path-Goal model is a theory based on specifying a leader’s style or behavior
that best fits the employee and work environment in order to achieve a goal.  The
goal is to increase an employee’s motivation, empowerment, and satisfaction so they
become a productive member of the organization.  Employee satisfaction is
contingent upon the leader’s performance as both a facilitator and coach and
rewards their employees for effective performance.  The original Path-Goal theory
identifies achievement-oriented, directive, participative, and supportive leader
behaviors rooted in four (4 styles).

The Four Styles:

1. The directive path-goal clarifying leader behavior refers to situations where

the leader lets employees know what is expected of them and tells them how
to perform their tasks. The theory argues that this behavior has the most
positive effect when the employees’ role and task demands are ambiguous
and intrinsically satisfying.
2. The achievement-oriented leader behavior refers to situations where the
leader sets challenging goals for employees, expects them to perform at their
highest level, and shows confidence in their ability to meet this expectation.
Occupations in which the achievement motive were most predominant were
technical jobs, sales persons, scientists, engineers, and entrepreneurs.
3. The participative leader behavior involves leaders consulting with employees
and asking for their suggestions before making a decision. This behavior is
predominant when employees are highly personally involved in their work.
4. The supportive leader behavior is directed towards the satisfaction of
employees’ needs and preferences. The leader shows concern for the
employees’ psychological well-being. This behavior is especially needed in
situations in which tasks or relationships are psychologically or physically
distressing.

How to use it:

If you have a good understanding of what the needs of the group are, then you can
adapt to the styles as the situation demands:

 Achievement oriented works best when the staff suffers from lack of challenge
and boredom.
 Directive leadership helps workers cope with otherwise vague and unclear job
responsibilities.
 Participative leadership is effective in situations where the follower is making
poor decisions or improper procedure and the leader can take steps to help
them improve.
 Supportive leadership is useful with a team that is new, inexperienced, or
otherwise lacking confidence.