The Art Of Good Leadership: Fiedler's Contingency Model

The Fiedler’s contingency model suggests that leadership is based on how well others like the leaders’ leadership style and how good the leaders control situational favorableness (Mindtool, 2016; Ayman, Chemers, & Fiedler, 1995). As some leaders do a good job of getting the task done while others concentrate on building a relationship with their organization followers and community members (Mindtools, 2016). The two leadership styles of a leader can either be task-oriented or person-oriented (Ayman et al., 1995; The Art of Good Leadership, n.d.). In both the leader can provide a certain degree of control and influence towards a driven action (The Art of Good Leadership, n.d.). Thus, depends on the favorableness that matches his or her individual leadership style of preferences and position power

The low LPC (task-motivated) organization focus on situation control in their ability to alleviate the epidemic of a burden or disease that pose threats to the world or nations (NMSU, n.d.). These leaders, WHO, look at the detailed alignment when considering systematic changes needed to gain control over the situation (NMSU, n.d.; The Art of Good Leadership, n.d.). While, the individual member states under Fiedler’s contingency model application suggest that they are responsible for managing the chaos by using the available resources to achieve effectiveness in their leadership style to address the issues (Nahavandi, 2014; NSMU, n.d.). The United Nations state members’ have more control over their country through their strong position power based on motivation to command the action they need to be done by their followers that of the federal, states, local organizations, and the health departments (Nahavandi, 2014; NMSU,