Fiedler’s contingency model
Fiedler’s contingency model explains leadership effectiveness through the fit between a leader’s relatively stable orientation and the favourableness of the situation. The model distinguishes task-oriented and relationship-oriented leadership, commonly assessed using the least-preferred-co-worker measure. Situational favourableness depends on leader–member relations, task structure and position power. Rather than assuming one best style everywhere, the approach considers selecting a suitable leader or changing features of the situation to improve the match.
Worked example
A manager has formal authority but faces unclear tasks and poor team relationships. Applying the model requires examining all three situational factors, rather than assuming that stronger formal authority alone makes the leadership situation favourable.
Common mistake
Do not reduce Fiedler’s model to advising a leader to switch styles freely every day. Its treatment of orientation differs from models that emphasise flexible style choice.
Where it appears in your exams
| Qualification | Exam | Relationship | Period |
|---|---|---|---|
| ACCA | BT | Direct | September 2026–June 2027 |
| ACCA | SBL | Supporting | September 2026–June 2027 |
| FIA | FBT | Direct | September 2026–June 2027 |