AQA · A-Level · Physical Education
Course version: 7582 · Version from Sept 2016
Fiedler’s contingency theory and Chelladurai’s multi-dimensional model.
Full specification wording
Leadership: Fiedler’s contingency theory and Chelladurai’s multi-dimensional model.
Fiedler’s contingency theory states that leadership effectiveness depends on the match between the leader’s fixed style and the favourableness of the situation.
Checked against the AQA 7582 specification (opens in a new tab) on .
- Point 7 of 7
- 4 key terms
Study notes
From the checked teaching notes for this specification point.
The idea
Fiedler’s contingency theory states that leadership effectiveness depends on the match between the leader’s fixed style and the favourableness of the situation. Task-oriented leaders perform best in very favourable or very unfavourable situations; relationship-oriented leaders perform best in moderately favourable situations. Favourableness depends on leader–member relations, task structure and position power. Chelladurai’s multi-dimensional model states that performance and satisfaction improve when the required behaviour, the leader’s actual behaviour and the members’ preferred behaviour align. Required behaviour comes from the situation, actual behaviour from the leader’s characteristics, and preferred behaviour from member characteristics.
What earns the marks
- Fiedler: leadership effectiveness depends on the match between the leader’s style and the favourableness of the situation.
- Fiedler: the leader’s style is relatively fixed, so the situation may need to be changed rather than the leader retrained.
- Fiedler: situational favourableness is determined by leader–member relations, task structure and position power.
- Fiedler: task-oriented leaders are most effective in very favourable or very unfavourable situations; relationship-oriented leaders in moderately favourable situations.
- Chelladurai: performance and satisfaction are optimised when required behaviour, actual leader behaviour and preferred behaviour are consistent.
- Chelladurai: required behaviour is dictated by the situation, actual behaviour reflects the leader’s characteristics, and preferred behaviour reflects member characteristics.
- Matching: identify whether the stem describes Fiedler’s contingency conditions or one of Chelladurai’s three behaviour components.
Common mistakes and how to put them right
Misunderstanding: Fiedler says leaders should change their style to fit every situation.
Put it right: Fiedler treats the leader’s style as fixed and changes the favourableness of the situation instead.
Misunderstanding: Fiedler’s favourableness means how likeable the leader is. Correction: favourableness combines leader–member relations, task structure and position power.
Misunderstanding: Chelladurai’s model only concerns the coach’s behaviour.
Put it right: It compares required, actual and preferred behaviour, so member preferences and situational demands also matter.
Misunderstanding: task-oriented leaders are always best.
Put it right: Fiedler links task-oriented leadership to very favourable or very unfavourable situations, not to all situations.
Exam tips
- Label each option as Fiedler or Chelladurai before judging it, then check whether the detail belongs to that model.
- For Fiedler items, decide whether the situation is very favourable, moderately favourable or very unfavourable before choosing a style.
- For Chelladurai items, ask which of required, actual or preferred behaviour the stem describes, because the option often swaps these terms.
Try the lesson
The start of the Leadership: Fiedler’s contingency theory and Chelladurai’s multi-dimensional model. lesson, made from checked teaching notes for this specification point.
Have a go first
According to Fiedler’s contingency theory, what determines whether a particular leadership style will be effective in a sporting situation?
Listen
Fiedler’s contingency theory states that leadership effectiveness depends on the match between the leader’s fixed style and the favourableness of the situation. Task-oriented leaders perform best in very favourable or very unfavourable situations; relationship-oriented leaders perform best in moderately favourable situations. Favourableness depends on leader–member relations, task structure and position power. Chelladurai’s multi-dimensional model states that performance and satisfaction improve when the required behaviour, the leader’s actual behaviour and the members’ preferred behaviour align. Required behaviour comes from the situation, actual behaviour from the leader’s characteristics, and preferred behaviour from member characteristics. A strong answer earns marks for these points. Fiedler: leadership effectiveness depends on the match between the leader’s style and the favourableness of the situation. Fiedler: the leader’s style is relatively fixed, so the situation may need to be changed rather than the leader retrained. Fiedler: situational favourableness is determined by leader–member relations, task structure and position power. Fiedler: task-oriented leaders are most effective in very favourable or very unfavourable situations; relationship-oriented leaders in moderately favourable situations. A common slip: Misunderstanding: Fiedler says leaders should change their style to fit every situation. Instead, Fiedler treats the leader’s style as fixed and changes the favourableness of the situation instead. Exam tip: Label each option as Fiedler or Chelladurai before judging it, then check whether the detail belongs to that model.
Key words
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Fiedler’s contingency theory
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Situational favourableness
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Chelladurai’s multi-dimensional model
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Alignment of required, actual and preferred leader behaviour
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See every definition
- Fiedler’s contingency theory
- Leadership effectiveness depends on the match between the leader’s fixed style and the favourableness of the situation.
- Situational favourableness
- Determined by leader–member relations, task structure and position power.
- Chelladurai’s multi-dimensional model
- Performance and satisfaction improve when the required behaviour, the leader’s actual behaviour and the members’ preferred behaviour align.
- Alignment of required, actual and preferred leader behaviour
- Required behaviour comes from the situation, actual behaviour from the leader’s characteristics, and preferred behaviour from member characteristics.
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