What Is Contingency Leadership?
Before diving into contingency leadership, let’s unpack what contingency means. A contingency is something that might happen in the future, an unexpected situation you need to be prepared for. So, being ready to adapt is key.
Contingency leadership is all about flexibility. It recognises that there isn’t just one way to lead a team. Instead, the best leadership style depends on a mix of factors including the leader’s personality, the team dynamic and the task at hand.
The theory was developed by Fiedler in 1967, and it’s still widely referenced today. According to Fiedler, a leader’s effectiveness comes down to two things:
Their natural leadership style (task-focused or relationship-focused)
The situation they’re in
The Three Situational Factors in Contingency Leadership
Fiedler identified three specific things that influence how a leader should behave:
Leader-member relations: how well the leader and team get along
Task structure: how clearly defined and structured the work is
Position power: how much authority the leader has
A great leader knows how to adjust their approach based on these factors. It’s about finding the right fit between leadership style and situation to get the best out of a team.
Leadership Styles: Task vs. Relationship Focused
Fiedler described leadership style as the way leaders typically behave towards their team. For example, some leaders are more task-driven and focus on goals, processes and outcomes. Others are relationship-driven and prioritise trust, communication and team morale.
To assess this, Fiedler developed something called the Least Preferred Coworker (LPC) scale. It’s a personality-based questionnaire that helps identify a leader’s default style.
Scoring 64 or above suggests a relationship-oriented leader
Scoring 57 or below points to a task-oriented approach
Scoring in between often reflects a more flexible and adaptable style
Real-World Leadership Isn’t One-Size-Fits-All
Effective leadership means recognising that each employee is different. A one-size-fits-all approach simply doesn’t work. Some team members respond well to structure and clarity, while others need encouragement, support and flexibility.
Research shows that adapting your management approach can lead to better job satisfaction and improved team performance. When leaders take the time to understand their team, the results can be impressive.
House (1996) found that leaders who are tuned into the needs of their people often see a boost in morale and overall output. Instead of treating employees as subordinates, it’s more effective to see them as motivated contributors.
A Word of Caution with the LPC Model
There are some criticisms of the LPC model. Lord and Maher (1991) argued that it measures personality preferences and values, not actual behaviour. People can and do change, and labelling someone early on might not reflect their true potential.
In my own experience, I’ve seen this first-hand. I once worked with someone who, early on, seemed difficult. They were distant, disagreeable and closed off. Based on their behaviour, they would have scored low on the LPC scale.
But over time, with the right support and environment, their attitude changed. They became more approachable, more open to feedback and a better team player overall. Their score on the LPC scale would still be on the lower side, but definitely higher than when they started. This shows that people evolve and so should our leadership assessments.
It’s worth using tools like the LPC scale, but regularly reviewing them is important. Leadership is not about putting people in boxes. It’s about helping them grow.
Final Thoughts
Contingency leadership is about staying flexible, adapting your style to suit the situation and knowing when to step in and when to step back. By understanding team dynamics, the structure of the task and your own strengths, you’ll be in a better position to lead effectively.