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Educational Management

Notes Fiedler has also summarized which leadership style is more effective in what kind of situation,
favourable or unfavourable. In general, he has said that both the situations, favourable as well as
unfavourable, call for a task-oriented leader. But, in case of moderately favourable situation he has
recommended relationship-oriented style of leadership to be used. Thus, according to Fiedler, it is
meaningless to speak of “effective” or “ineffective” leaders. The same leader may be effective in one
situation, but ineffective in another one. He has prepared a matrix taking the variables of situation
favourableness and unfavourableness from which one can easily read which kind of leadership will
be more appropriate. This is reproduced on the proceeding page.
From this table one can find out which kind of situation is favourable or unfavourable and also
which style of leadership can be effective in that situation. For example, if one finds that leader’s
power-position is weak, task is also not well structured, but leader-member relationship is good, the
situation is favourable and relationship-oriented style is likely to be more effective (see row in the
table).
Major Characteristics of the Theory : Following are the most important characteristics of this theory:
1. Leadership Styles : The theory has assumed that the whole universe of behaviours that a
leader is required to adopt in the situations of leadership exercise may be grouped into two
broad categories- task-oriented and relationship-oriented. These he calls basic styles, styles of
leadership which he defines in terms of the underlying need structure that motivates the leader
to behave in a particular way. Basically, these are two need-structures, need for good relationship
with the followers and need for successful accomplishment of the task. This, in other words,
means relationship-oriented and task-oriented leadership behaviours or styles depending upon
which of these is more dominant. Satisfaction of either of these needs results in increased
feelings of self-esteem, satisfaction and freedom from anxiety.

2. Maximizing Group Performance : The focus of the theory is to analyze and identify the style
of leadership which may maximize the performance of the group so that organizational goals
may be achieved.
3. Group-Task Situation : The theory emphasizes that the suitability of leadership style depends
upon the group-task situation, i.e., the nature of the task to be completed and the nature of
relationship between the group and the leader. It was considered by Fiedler as an inter-personal
setting which could be described in terms of facilitating influence of the leader. The
favourableness or the group-task situation can be assessed in terms of three factors-leader-
members relationship, task structure, and leader’s power-position in the organization. Situation’s
favourableness is, then, a composite of these three factors. This can be measured through a
questionnaire.

11.3.6 Vroom’s and yetton’s Nomative Contingency Theory
Victor Vroom’s and Philip Yetton’s contingency theory specifies how leaders ought to behave in
order to be effective in view of specific situational contingencies. This is just opposite to Blake’s and
Moutan s perscriptive formula that team leadership of participative leadership is most effective.
Vroom’s and Yetton’s theory can be described as a normative theory as it tries to link leader behaviour
to specific contingencies. It lays down norms as to how the leader should behave in a certain situation.
The authors of this theory have developed a taxonomy of five leadership styles as follows :
A. Autocratic Process

Coming under this type there are two leadership styles as follows :
A-I Leader or Manager makes the decision using whatever information is available.
A—II Leader secures necessary information from members of the group and, then, makes the
decision. In obtaining information the leader ‘may’ or may not tell followers what the problem
is.

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