Concepedia

Fiedler Contingency Model

The Fiedler Contingency Model is a leadership theory that posits effective group performance depends on the proper match between the leader’s inherent leadership style, measured by the Least Preferred Co-worker (LPC) scale, and the degree of control and influence present in the situation, defined by leader-member relations, task structure, and position power.

43

Publications

1.4K

Citations

64

Authors

42

Institutions

Publications per year

2017–2026

0

Variants

Fiedler's Contingency Theory

Parents

Publications

43

Fiedler's Contingency Theory of Leadership: An application of the meta-analysis procedures of Schmidt and Hunter.

Lawrence H. Peters, Darrell D. Hartke, John T. Pohlmann · Psychological Bulletin · 1985 · 179 citations

, , +12

A meta-analytic investigation of Fiedler's contingency model of leadership effectiveness.

Michael Strube, Joseph E. Garcia · Psychological Bulletin · 1981 · 161 citations

, , +16

The Contingency Model: Criticism and Suggestions.

T. R. Mitchell, Anthony Biglan, Gerald R. Oncken et al. · Academy of Management Journal · 1970 · 61 citations

, , +15

Effects of leadership style upon group performance as a function of task structure.

Marvin E. Shaw, J. Michael Blum · Journal of Personality and Social Psychology · 1966 · 56 citations

, , +10

Least preferred co-worker score, situational control, and leadership effectiveness: A meta-analysis of contingency model performance predictions.

Chester A. Schriesheim, Bennett J. Tepper, Linda A. Tetrault · Journal of Applied Psychology · 1994 · 51 citations

, , +17

1–5 of 43

Authors

64

  1. RW
    Robert W. Rice

    University at Buffalo, State University of New York, United States

    3 publications · 57 citations

    3

    h-index

  2. RT
    Robert T. Justis

    Louisiana State University, United States

    2 publications · 29 citations

    2

    h-index

  3. JT
    John T. Pohlmann

    Southern Illinois University Carbondale, United States

    2 publications · 192 citations

    2

    h-index

  4. JE
    Joseph E. Garcia

    Western Washington University, United States

    2 publications · 173 citations

    2

    h-index

  5. WA
    Walter A. Hill

    Tuskegee University, United States

    2 publications · 53 citations

    2

    h-index

1–5 of 64

Institutions

42

  1. University of Notre Dame

    Notre Dame, United States

    2 h-index

    2 publications

    79 citations

  2. University of Washington

    Seattle, United States

    2 h-index

    6 publications

    282 citations

  3. Southern Illinois University Carbondale

    Carbondale, United States

    2 h-index

    2 publications

    214 citations

  4. California State University, Fullerton

    Fullerton, United States

    1 h-index

    1 publications

    38 citations

  5. California Southern University

    Chandler, United States

    1 h-index

    1 publications

    12 citations

  6. University of Nebraska–Lincoln

    Lincoln, United States

    1 h-index

    1 publications

    12 citations

  7. University of Maryland, College Park

    College Park, United States

    1 h-index

    2 publications

    24 citations

  8. University of Southern California

    Los Angeles, United States

    1 h-index

    1 publications

    12 citations

1–8 of 42

Venues

  1. Journal of Applied Psychology

    7 publications · 191 citations

    7

    h-index

  2. Psychological Bulletin

    5 publications · 401 citations

    5

    h-index

  3. Academy of Management Journal

    AMJ · 5 publications · 145 citations

    5

    h-index

  4. Organizational Behavior and Human Performance

    4 publications · 122 citations

    4

    h-index

  5. Journal of Personality and Social Psychology

    2 publications · 79 citations

    2

    h-index

1–5