Fiedler’s Contingency Model

Fred E. Fiedler’s contingency theory of leadership effectiveness was based on studies of a wide range of group effectiveness and concentrated on the relationship between leadership and organizational performance.
The essence of Fiedler's theory is that a leader's effectiveness depends on a combination of two forces:

• the leader's leadership style
• situational favourableness.

Fiedler called this combination: Situational Contingency.

• Leadership Style:
• The first step in using the model is to determine your natural leadership style. To do this, Fiedler developed a scale called the Least Preferred Coworker (LPC).
• To score yourself on this scale you have to describe the coworker with whom you least prefer to work.
• the more favorably you rated the person you least prefer to work with the more relationship-oriented you are. The less favorably you rated the person you least like working with the more task-oriented you are

• Situational Favorableness:

The next step is to understand the favorableness of the situation you face. This is determined by how much control over the situation you have as a leader 

Determining situational favorableness is done by examining the following three factors:

•  Leader-Member Relations

This factor measures how much your team trusts you. Greater trust increases the favorableness of the situation and less trust reduces it.

• Task Structure

This factor measures the tasks that need to be performed. Vague tasks decrease the favorableness of the situation and concrete and clear tasks increase it.

• Position Power

This is determined by your authority, meaning the power you have to reward or punish your subordinates.

REFERENCE:

https://www.mindtools.com/pages/article/fiedler.htm