In this paper a brief review of the major contingency leadership theories is made. A study testing Fiedler's contingency model of leadership effectiveness is also reported here. It is suggested that longitudinal study of the leadership process encompassing the leader, his subordinates, and the situation needs to be made; the exact nature of the contingency relationship also needs to be examined systematically.
Get full access to this article
View all access options for this article.
References
1.
BASS, B. M. , & VALENZI, E. T.Contingent aspects of effective management styles. In J. G. Hunt & L. S. Larson (Eds.), Contingency approaches to leadership. Carbondale: Southern Illinois University Press , 1974.
2.
BERGER, E.The relation between expressed acceptance of self and expressed acceptance of others . Journal of Abnormal and Social Psychology, 1952, 17, 778-782 .
3.
CHEMERS, M. M.Cultural training as a means for improving situational favorableness . Human Relations, 1969, 22, 531-546 .
4.
FIEDLER, F. E.A contingency model for leadership effectiveness. In L. Berkowitz (Ed.), Advances in experimental social psychology. New York: Academic Press , 1964.
5.
FIEDLER, F. E.Engineering the job to fit the manager . Harvard Business Review, 1965, 43(5), 115-122 .
6.
FIEDLER, F. E.The effect of leadership and cultural homogeneity on group performance: A test of the contingency model . Journal of Experimental and Social Psychology, 1966, 2, 237-264 .
7.
FIEDLER, F. E.A theory of leadership effectiveness. New York: McGraw-Hill , 1967.
8.
FIEDLER, F. E.Predicting the effects of leadership training and experience from the contingency model . Journal of Applied Psychology, 1972, 56, 114-119 .
9.
FLEISHMAN, E. A.Twenty years of consideration and structure. In E. A. Fleishman & J. G. Hunt (Eds.), Current developments in the study of leadership. Carbondale: Southern Illinois University Press , 1973.
10.
GRAEN, G. , & CASHMAN, J.A rolemaking model of leadership in formal organizations: A development approach . Organization and Administrative Sciences, 1975, 6, 143-165 .
11.
GRAEN, G. , ALVARES, K. , ORRIS, J. B. , & MARTELLA, J. A.The contingency model of leadership effectiveness: Antecedent and evidential results . Psychological Bulletin, 1970, 74, 285-295 .
12.
GRAEN, G. , ORRIS, J. , & ALVARES, K.The contingency model of leadership effectiveness: Some experimental results . Journal of Applied Psychology, 1971, 55, 196-201 .
13.
HILL, W.A situational approach to leadership effectiveness . Journal of Applied Psychology, 1969, 53, 513-517 .
14.
HOUSE, R. J.A path-goal theory of leader behaviour . Administrative Science Quarterly, 1971, 16, 19-30 .
15.
HOUSE, R. J. , & DESSLER, G.The path-goal theory of leadership: Some post hoc and a-priori tests. In J. G. Hunt & L. S. Larson (Eds.), Contingency approaches to leadership. Carbondale: Southern Illinois University Press , 1974.
16.
HUNT, J. G.A test of leadership contingency model in three organizations . Organizational Behavior and Human Performance, 1967, 2, 290-308 .
17.
KERR, S. , & HARLAN, A.Predicting the effects of leadership training and experience from the contingency model: Some remaining problems . Journal of Applied Psychology, 1973, 57, 114-117 .
18.
KERR, S.Discussant comments. In J. G. Hunt & L. S. Larson (Eds.), Contingency approaches to leadership. Carbondale: Southern Illinois University Press , 1974.
19.
KORMAN, A.On the development of contingency theories of leadership: Some methodological considerations and a possible alternative . Journal of Applied Psychology, 1973, 58, 384-387 .
20.
LEVINE, C. H.Comments on Osborn and Hunt paper . Organization and Administrative Sciences, 1975, 6, 49-53 .
21.
MINER, J. B.The uncertain future of the leadership concept: An overview . Organization and Administrative Sciences, 1975, 6, 197-208 .
22.
MITCHELL, T. R. Leader complexity, leadership style and group performance. Unpublished doctoral dissertation, University of Illinois, 1969.
23.
OSBORN, R. N. , & HUNT, J. G.An adaptive-reactive theory of leadership: The role of macro variables in leadership research . Organization and Administrative Sciences, 1975, 6, 27-44 .
24.
SAHA, S. K. An experimental validation and extension of Fiedler's contingency model of leadership effectiveness. Unpublished doctoral dissertation, University of British Columbia, 1972.
25.
SANFORD, F. H.Authoritarianism and leadership. Philadelphia: Institute for Research in Human Relations , 1950.
26.
SCHRIESHEIM, C. A.Differences in predictor-criteria relationship within the Ohio State Leadership Scales. In B. J. Kolasa (Ed.), Proceedings of the twelfth annual Eastern Academy of Management meeting. Pittsburgh: Duquesne University , 1975.
27.
SHAW, M. E.Scaling group tasks: A method for dimensional analysis. University of Florida (mimeo) , 1963.
28.
STOGDILL, R. M.Personal factors associated with leadership: A survey of the literature . Journal of Psychology, 1948, 25, 35-71 .
29.
VROOM, V. H. , & YETTON, P. W.Leadership and decision-making. Pittsburgh: University of Pittsburgh Press , 1973.
30.
WYNNE, B. E. , & HUNSAKER, P. L.A human information-processing approach to the study of leadership . Organization and Administrative Sciences, 1975, 6, 7-25 .
31.
YUNKER, G. W.On getting inside the subordinate's head: Some methodological comments . Organization and Administrative Sciences, 1975, 6, 45-47 .
