Great leaders don’t just rely on a single style—they read the situation. In this talk, Dr. Claude Kershner explores two of the most important situational leadership models: Fiedler’s Contingency Theory and the Path-Goal Theory of Leadership Effectiveness.

🔹 Fiedler’s Contingency Theory shows us that leadership effectiveness depends on how favorable the situation is, defined by three key variables:

Leader–member relations (good or poor)

Task structure (high or low clarity)

Position power (strong or weak authority)

Situations fall into high, moderate, or low control. Task-motivated leaders thrive in high- and low-control settings, while relationship-motivated leaders excel in moderately favorable conditions. Leaders can also attempt to change the situation itself—by improving relationships, clarifying tasks, or increasing power—to make it more favorable.

🔹 Path-Goal Theory builds on this by focusing on how leaders adapt their behavior to both group member characteristics (ability, experience, locus of control, need for affiliation, achievement orientation) and task demands (clarity, stress, group dynamics, difficulty). Leaders clear the path to goals through four main styles:

Directive – when tasks are unclear

Supportive – when tasks are stressful or dissatisfying

Participative – when tasks are varied and employees are motivated

Achievement-Oriented – when tasks are challenging and employees are ambitious

The outcome? Higher productivity, stronger morale, and greater clarity and confidence in your team.

👉 Whether you’re leading in business, education, or community work, the lesson is clear: understand the context, know your own style, and adapt—or reshape—the situation to maximize success.