Leadership and Organizational Change essay
Tranger
EOB1902.pdf
3/7/2021 Pearson eText
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Exhibit 12-1
situational dimensions:
1. Leader–member relations is the degree of confidence, trust,
and respect members have in their leader.
2. Task structure is the degree to which the job assignments are
procedurized (that is, structured or unstructured).
3. Position power is the degree of influence a leader has over
power variables such as hiring, firing, discipline, promotions, and
salary increases.
According to the model, the higher the task structure becomes, the more
procedures are added; and the stronger the position power, the more
control the leader has. The favorable situations are on the left side of the
model in Exhibit 12-1 . A very favorable situation (in which the leader
has a great deal of control) might include a payroll manager who has the
respect and confidence of his or her employees (good leader–member
relations); activities that are clear and specific—such as wage
computation, check writing, and report filing (high task structure); and
considerable freedom to reward and punish employees (strong position
power). An unfavorable situation, to the right in the model, might be that
of the disliked chairperson of a volunteer United Way fundraising team
(low leader–member relations, low task structure, low position power).
In this job, the leader has very little control. When faced with a category
I, II, III, VII, or VIII situation, task-oriented leaders perform better.
Relationship-oriented leaders, however, perform better in moderately
favorable situations—categories IV, V, and VI.
Findings From the Fiedler Model
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