managerial grid,”grid is a two-dimensional grid for appraising leadership styles. It includes concern for people and concern for production on a scale 1 to 9. The dual nature of lead behaviour is important. Leadership where discovering that predicting leadership success involved something more complex than isolating a few leader traits or preferable behaviours. They began looking at situational influences

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Fiedler contingency model,”which is a leadership theory proposing that effective group performance depends on the proper match between a leader’s style and the degree to which the situation allowed the leader to control and influence. . The keys are:1. Define those leadership styles and the different types of situations and then,2. Identify the appropriate combinations of style and situationTo measure a leader’s style, the least-preferred co-worker (LPC) questionnaire as developed, which measures whether a leader is task or relationship oriented. Fiedler uncovered three contingency dimensions that defined the key situational factors in leader effectiveness:- Leader-member relations: the degree of confidence, trust and respect employees have for their leaders, rated as good or poor.- Task structure: degree to which job assignments were formalized and structured (high or low)- Position power: degree of influence a leader had over activities such as hiring

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situational leadership theory,”a leadership contingency theory that focuses on follower’s readiness. Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. Four specific leadership styles:- Telling (high task-low relationship): the leaders defines roles and tells people what, how

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