Fiedler's Model

Abstract

This paper is a summary of team C collaborative discussion analysis of the roles and responsibilities of task-motivated and relationship-motivated principles in Feidler's model found on pages 430 thru 433 of our textbook Management: Leading & collaborating in a competitive world.

Leadership good and bad depending on the situation, leader skill, and goals set by the organization. Vroom's Model of Leadership is a situational model focusing on the participative dimension of leadership and Fiedler's Contingency Model analyze leadership effectiveness and determines if a leader is in fact good or bad in situations. Leaders received a high score on the LPC scale if they can find their least preferred coworker with the least negative attitude about and leaders with more negative attitudes toward others would receive low LPC scores.

Fielder believes different situations dictate different leadership style, and analyzed the leader’s least preferred coworker. Fielder explains the lower the category number, the more favorable the situation and the higher the number, the less favorable the situation. Fiedler's Contingency Model based on eight situations and then divided into tasks being structured or unstructured, also relates the leadership position power to either a high or low position, depending on the situation. The figure explains task-motivated leadership style is more effective for situations 1, 2, 3, and 8, and continues to explain relationship motivated leadership style is more effective for situations 4 through 7.

the team agrees about role and responsibilities of tasks of relationship-motivated and task-motivated leaders. For instance, on July 30, 2014, teammate Stormie explains task motivated principle emphasizes completing tasks