Abstract
Implied in the contingency approach to leadership is the need for leaders to be flexible in their choice of leadership style based on the situation. Thus, if the leader's initial attempt to influence a group is unsuccessful, one suggested course of action available to the leader is to adopt an alternative style of leadership more compatible with elements of the situation. This article examines the likelihood that awareness by the leader that the present leadership style "is not working" is sufficient to result in the leader's changing his or her style. It is contended that once a leader encounters resistance to his or her attempts to influence a group, a more likely response of many leaders is to rely even further on the approach to leadership that he or she is most comfortable with. Leadership style(s) used by an organizational behavior (OB) instructor in relating to several OB classes that varied greatly in terms of performance and classroom participation are examined.
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