Situational Favorability and Perceived Environmental Uncertainty: An Integrative Approach

Greater economy in theory and improved research design can result from integrating existing contingency approaches to organization and leadership. This article presents the conceptual and empirical basis for a possible combining of Fiedler's contingency model of leadership effectiveness and Law...

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Bibliographic Details
Published in:Administrative Science Quarterly 1975-06, Vol.20 (2), p.281-294
Main Author: Nebeker, Delbert M.
Format: Article
Language:English
Subjects:
Behavior/Behavioral
Contingency Theories
Contingent
Decision Making
Decision/Decisional/Decisions
Economic uncertainty
Environmental Influences
Expectancy theory
Expected values
Formal training
Leader/Leaders/Leadership
Leadership
Leadership style
Leadership Styles
Navies
Organization theory
Organizational Theories
Perception
Propriety
Research design
Standard deviation
Uncertainty
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Summary:Greater economy in theory and improved research design can result from integrating existing contingency approaches to organization and leadership. This article presents the conceptual and empirical basis for a possible combining of Fiedler's contingency model of leadership effectiveness and Lawrence and Lorsch's contingency organization theory. Using perceived environmental uncertainty as the integrating concept, in two independent studies, a measure of decision uncertainty was found to be significantly related to Fiedler's dimension of situational favorability. These results, along with a number of others, suggest that Fiedler's and Lawrence and Lorsch's work can be meaning-fully joined. The implications of these findings for theory and future research are discussed.
ISSN:0001-8392
1930-3815
DOI:10.2307/2391700