Contingency Approach

This resource discusses the Fiedler leadership model, which uses the "Least Preferred Co-worker" (LPC) test to measure leadership traits. Be attentive to the end of the text that examines the criticisms of using this model.

Leadership and Task/Follower Characteristics: House

Leadership Styles

House defined four different leadership styles and noted that good leaders switch fluidly between them as the situation demands. He believed that leadership styles do not define types of leaders as much as they do types of behaviors. House's leadership styles include:

  1. Directive, path-goal clarifying leader: The leader clearly defines what is expected of followers and tells them how to perform their tasks. The theory argues that this behavior has the most positive effect when the subordinates' role and task demands are ambiguous and intrinsically satisfying.
  2. Achievement-oriented leader: The leader sets challenging goals for followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation. Occupations in which the achievement motive was most predominant were technical jobs, salespersons, scientists, engineers, and entrepreneurs.
  3. Participative leader: The leader seeks to collaborate with followers and involve them in the decision-making process. This behavior is dominant when subordinates are highly personally involved in their work.
  4. Supportive leader: The main role of the leader is to be responsive to the emotional and psychological needs of followers. This behavior is especially needed in situations in which tasks or relationships are psychologically or physically distressing.

The Path-Goal model emphasizes the importance of the leader's ability to interpret follower's needs accurately and to respond flexibly to the requirements of a situation.