Analyzing Fielder's Original Model Of Leadership

Leadership and Conflict

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Leadership and Conflict

Fiedler’s Original Model of Leadership According to Robbins & Judge (2015), Fielder’s original model of leadership states that effective groups in an organization arise because of an appropriate match between a leader's approach to interrelating with juniors and the degree to which the situation affords the leader with influences and control. Robbins & Judge explain that the performance of a group is directly dependent upon the match between how a leader governs and how the quality of a particular situation gives the leader control. Fielder came up with an inquiry form referred to as the least preferred co-worker questionnaire (LPC).

If an individual has been through some type of high stress situation, they would be better equipped to handle such a situation should it recur. In such situations, intelligence is compromised and it would not be helpful to deal with them (Nunes et al., 2012). An example of a high-stress incident where a police officer may require experience is in an active shooting. Police are usually taught how to deal with threats. There are numerous scenarios that they are taken through in training. However, one would not be sufficiently equipped to deal with an actual incident. There are many variables in play and no amount of training enough to enable an officer handle himself exceptionally in the heat of a situation. Experience is crucial as each active shooting situation has unique and different elements. Experience would enable an officer to know the best manner of reaction by judging the specific elements of the particular incident. The heat of the active shooting incident will compromise the ability of the officer to reason clearly. At that moment he/she may even forget their training and so experience is a better than intelligence. As is explained in cognitive resource theory, when the perceived job stress is higher, a leader’s experience, and not cognitive prowess, will positively impact his/her

In this leadership style, a leader evaluates the performance of their junior and offers them either a reward or punishment depending on how they perform. Examples of rewards that employees may get when they perform exemplarily include performance-based bonuses and raises. If the leader deems the performance of an employee to be dismal, then he/she may punish them as well. Punishments may include written or verbal warnings, demotions, and in the worst case scenario termination of employment. Transactional leadership is action based, and actions determine outcomes. An example of transactional leadership in a criminal justice organization is rewarding police officers for their positive impacts on communities within which they work. In the United States, there is a big issue of community members trusting the police, and we should focus on building this relationship. Transactional leadership encourages police officers to serve communities in a better way hence improving the relationships between police and the community. The rewards, in this case, may include verbal praise, job promotion, increased responsibility, and monetary prizes. As is explained in theory of transactional leadership, the police who perform poorly should also be punished for their