ABSTRACT
This chapter introduces the reader to situational and contingency theories of leadership and focuses on three key theories: Fiedler's Theory of Contingency Leadership, Hersey and Blanchard's Situational Leadership Theory and Leader-Member Exchange Theory. Critiques of the aforementioned theories precede a consideration of the ways in which situational theories can be measured. The concept of situational leadership first emerged in Reddin's 3-Dimensional Management Style Theory, which highlighted the importance of matching a manager's style to the needs of a particular situation in order to be effective. Contingency leadership argues that the motivational orientation of the leader should be 'in-match' with their situational control, while Hersey and Blanchard's Situational Leadership Theory argues for the efficacy of matching one's leadership style to the role maturity of one's employees. Fiedler defines situational control as the leader’s sense of influence and control that is afforded by the situation.
