Effect of leadership style on the performance of small classroom groups: A test of the contingency model

Tested the applicability of F. Fiedler's contingency model in 56 groups composed of 4 undergraduates each. The effectiveness of high and low least preferred coworker (lpc) leaders with strong or weak power on structured and unstructured group tasks when the leader-member relations were good was assessed. Results reveal that low lpc leaders were more effective when the leader had strong power and the tasks were either structured or unstructured. High lpc leaders were more effective when the leader had weak power and the task was unstructured. No difference was found between high and low lpc leaders when the task was structured and the power was weak. Findings offer partial support for the model.