Contingency Theory

What is closely related to the contextual approach is the so-called accidental theory. Austrian psychologist Fred Edward Federer proposed a leadership contingency theory in the famous article "Accidentality Model of Leadership Effect" in 1964.

Contingency theory emphasizes the importance of leader's personality and way of behavior of the leader. Federer and his colleagues study leaders in different contexts, but in their military context, their models are based on their research

The task represents the completion of the task and the motive for the relationship represents interpersonal relationships

Fiedler uses the lowest priority employee scale (LPC scale) to measure the style of leadership. A leader who gained high scores on this scale is a motivation for human relations and a low score is a task motivation (Northouse, 2007, p. 114)

Leadership - Membership, the atmosphere of the entire group and the group's trust in its leaders, dealing with loyalty and self-confidence

Position power is related to the authority of leaders' compensation and punishment for group members (Northouse, 2007, p. 114-115).

Let's think about: According to these three factors, what is the most favorable and unfavorable situation within the organization?

Federer's contingency theory is the qualification or type of contingency theory. Contingency theory generally states that the effectiveness of leadership depends on specific circumstances and has many factors such as the nature of the task, the character of the leader, and the composition of the leadership team. For a more comprehensive discussion of general accident theory, see Emergency Theory. Federer's contingency theory is based on the fact that leaders' personality or psychological orientation is the main variable of leadership, how the teams acquire leaders, the tasks involved, and whether the leaders can actually control the group We will emphasize that we will decide whether or not a guidance-driven arrangement will be achieved. Three main factors of success Hence, values ​​from top priority colleagues (LPC) are added and then averaged to generate scores. As you can see from the example, the high LPC score shows a positive direction for interpersonal relationships.

Contingency leadership theory is one of the earliest theories of situational leadership. Fred proposed one of the earliest chanceity theory. E. Fiedler of the 1960's. According to Federer's theory, the effectiveness of the leader depends on how well the style of the leader matches the current situation and task. Federer's pioneering theory shows that a leader belongs to one of two different leadership styles: task-oriented or person-oriented. In certain circumstances, the effect of a person's style depends on the definition of work, the power of the leader, and the relationship between the follower and the leader.

It points out that effective leadership depends not only on the style of leadership but also on the control of the situation. Membership, tasks with clear goals and procedures, and ability to punish leaders for punishment - need good leadership. If these three are missing in the right combination and context, it will lead to leadership failure. Fiedler has created the least popular colleague (LPC) scale. I asked one of the leaders what features result from a leader's least liked colleague. For example,