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Leadership is a dynamic process that involves influencing individuals and groups toward the achievement of organizational goals. Situational theories of leadership emphasize that there is no single best style of leadership suitable for every circumstance. Instead, effective leadership depends on the interaction between the leader, followers, task characteristics, and the organizational environment. These theories reject the universal approach of trait and behavioral theories and argue that leadership effectiveness varies according to different situations. In Industrial and Organisational Psychology, situational theories are important because organizations operate in changing environments where leaders must adapt their behavior to meet varying demands. One of the earliest situational approaches is Fiedler's Contingency Theory. Developed by Fred Fiedler, this theory proposes that leadership effectiveness depends on the match between a leader's style and the favorableness of the situation. Fiedler identified two leadership styles: task-oriented and relationship-oriented. He measured leadership style using the Least Preferred Co-worker (LPC) Scale. Leaders with low LPC scores are task-oriented, while those with high LPC scores are relationship-oriented. According to the theory, situational favorableness depends on three variables: leader-member relations, task structure, _____ _________ ________ _________ _____ ______ ______ __________ ___ ______ __________ _______.
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