CONTINGENCY THEORIES OF LEADERSHIP

cultivated by American social psychologist Fred Fiedler, commander and the character of the group circumstance. The prototypical contingency theory surfaced from the abstract exploration of leadership efficacy. Fiedler's design distinguishes between task-motivated and relationship-motivated commanders, as suggested by ratings on the least popular coworker scale. The popularity of the leadership environment is chosen by the standard of the commander's individual unions with team members, the magnitude of the commander's literal influence or power, and the understanding of the jobs the team members must fulfill. The design forecasts that task-motivated commanders will be more result oriented in very positive or negative team environments, while relationship-motivated commanders will be more result oriented in reasonably positive environments. 2. with regard to philosophy, designating a proposal which is authentic under select circumstances but not all, or a being that occurs as a matter of fact but not as a matter of requisite.

CONTINGENCY THEORIES OF LEADERSHIP: "The normative decision model is just one of many examples of contingency theories of leadership."
Cite this page: N., Pam M.S., "CONTINGENCY THEORIES OF LEADERSHIP," in PsychologyDictionary.org, April 7, 2013, https://psychologydictionary.org/contingency-theories-of-leadership/ (accessed April 3, 2020).
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