A Test of the Contingency Model of Leadership Effectiveness1

Authors

  • Ronald W. Johnson,

    1. St. Francis Xavier University
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      Requests for reprints should be sent to Dr. R. W. Johnson, Department of Psychology, St. Francis Xavier University, Antigonish, Nova Scotia, Canada.

  • Brenda J. Ryan

    1. St. Francis Xavier University
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      Now at the Nova Scotia Hospital, Dartmouth, Nova Scotia.


  • 1

    This study was supported by St. Francis Xavier University Council for Research Grant No. 195.

Abstract

Randomly formed groups of 160 male students a t St. Francis Xavier University performed both a structured and an unstructured task. Style of leadership and leader position power were experimentally manipulated, while leader member relations were held constant. Although manipulation checks were positive, results failed to support any of the hypotheses derived from Fiedler's contingency theory of leadership effectiveness.

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