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situation
, made up of three 
key variables. 

The 
relationship 
between the leader and the group 
(trust, respect, and so on) 

The extent to which the 
task 
is defined and structured 

The 
power
of the leader in relation to the group (authority, and power to reward and punish) 
A situation is 
favourable 
to the leader when: 

The leader is liked and trusted by the group 

The tasks of the group are clearly defined and unambiguous 

The position power of the leader (ie to reward and punish with organisation backing) is high 
Fiedler suggested that: 
(a) 
A structured (or psychologically distant) style works best when the situation is either very 
favourable, or very unfavourable to the leader. 
(b) 
A supportive (or psychologically close) style works best when the situation is moderately 
favourable to the leader. 
(c) 
'Group performance will be contingent upon the appropriate 
matching of leadership styles 
and 
the 
degree of favourableness 
of the group situation for the leader.' (Fiedler
)
This is summed up in the diagram below. 
Task-
oriented
Style of 
leadership
People-
centred
Very unfavourable
Very favourable
Favourableness of
the situation
0
0
5.3.2 John Adair: action-centred leadership 
The 'action-centred’ or 'functional' leadership model (Adair, 1973) is part of the contingency school of 
thought, because it sees the leadership process in a context made up of three interrelated variables: 
task 
needs
, the individual needs of group members and the 
needs of the group
as a whole. These needs 
must be examined in the light of the whole situation, which dictates the relative priority that must be 
given to each of the three sets of needs. Effective leadership is a process of identifying and acting on 
that priority, exercising a relevant cluster of roles to meet the various needs. 
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CHAPTER 11
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LEADING AND MANAGING PEOPLE