of the Contingency Model of Leadership Effectiveness

By Robert P. Vecchio. 2015

572 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e2cf43aeeb459812f21ca9b7593cb5f209901ae4

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Citations in the corpus

The age of exploration and exploitation: Younger-looking leaders endorsed for change and older-looking leaders endorsed for stability (2014, methodology): “This is reminiscent of traditional contingency and implicit theories of leadership (e.g., Fiedler, 1964; Lord, Foti, & Phillips, 1982) but differs in a number of respects.”
The Interpersonal Challenges of Instructional Leadership (2015, background): “Fiedler’s contingency theory of leadership (Fiedler, 1964; Fiedler & Chemers, 1967) predicts that when leaders have high situational control (task is clear; leaders have substantial positional authority and there are good relationships), a more directive, task-oriented leadership style is more effec”
Self-uncertainty and Support for Autocratic Leadership (2013, methodology): “…theory of leadership argues that there is a preference for directive task-oriented leadership when the group task is fuzzy and unclearly defined (Fiedler, 1964; Schriesheim, Tepper, & Tetrault, 1994), and normative decision theory (e.g., Vroom & Yetton, 1973) argues that leaders and followers…”
Leadership and innovation: The moderator role of organization support for innovative behaviors (2017, unknown): “…moderation is consistent with the contingency approach in leadership, which provides compelling evidence that leader effectiveness is often dependent on other factors (e.g., task context, follower characteristics; e.g., Fiedler, 1964; House et al., 1971; Yukl, 2002; van Knippenberg & Hogg, 2003).”
Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, methodology): “For example, the contingency theories (e.g., House 1971; Fiedler 1964) sought to identify how characteristics of followers and the environment impact a leader’s influence on followers.”
Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance (2015, methodology): “Classic contingency approaches to leadership hold that effects of leader behavior are contingent on the social-organizational context of the leadership situation (Fiedler, 1964, 1971; Hersey & Blanchard, 1969, 1982; House, 1971; House & Mitchell, 1974).”
The Impact of Leadership on Student Outcomes (2016, methodology): “This understanding of successful leadership values and practices is distinctively different from, for example, “contingency” leadership theory (Fiedler, 1964).”
Rating defence major project success: The role of personal attributes and stakeholder relationships (2014, background): “This reasoning adheres to contingency theory, whereby superior performance is achieved when an individual’s capability matches the demands created by their environment (Boyatzis, 2009; Fiedler, 1964).”