Convenience

Favorableness and Leader Style
Fiedler and his associates conducted numerous
studies linking the favorableness of various situations to leader style and the effectiveness
of the group.
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The results of these studies—and the overall framework of the theory—
are shown in Figure 11.2. To interpret the model, look first at the situational factors at
the top of the figure. Good or bad leader–member relations, high or low task structure,
and strong or weak leader position power can be combined to yield six unique situations.
For example, good leader–member relations, high task structure, and strong leader
position power (at the far left) are presumed to define the most favorable situation; bad
leader–member relations, low task structure, and weak leader power (at the far right) are
the least favorable situation. The other combinations reflect intermediate levels of
favorableness.
Below each set of situations are shown the degree of favorableness and the form of
leader behavior found to be most strongly associated with effective group performance
for those situations. When the situation is most and least favorable, Fiedler found that
a task-oriented leader is most effective. When the situation is only moderately favorable,
a relationship-oriented leader is predicted to be most effective.
Chapter 11:
Leadership and Influence Processes
3 3 7
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