Fiedler’s research uncovered three contingency dimensions that defined the key situational factors in leader effectiveness:
- Leader member relations: The degree of confidence, trust, and respect employees had for their leader: rated as either good or poor.
- Task structure- The degree to which job assignments were formalized and structured; rated as either high or low.
- Position power- The degree of influence a leader had over activities such as hiring, firing, discipline, promotions, and salary increases: rated as either strong or weak.