Kundu, S., & Mondal, P. (2019). Luminance of contingency theory in revealing the leadership style of the academic librarians. Library Philosophy and Practice, 1-10.
This study aimed to determine the leadership styles of librarians from four libraries using the Least-Preferred Co-Worker (LPC) Scale that was developed by Fred Edward Fiedler. Fiedler detailed the use of the LPC through his Contingency Model, which states that individuals score who have a high LPC score are focused on fulfilling interpersonal relationships rather than fulfilling tasks, and individuals who have a low LPC score are people who are task-oriented and are not focused on interpersonal relationships. A questionnaire and interview based on Fiedler’s Contingency Theory addressing aspects of the LPC Scale, situational favorableness, leader-member relations, task structure, and position power was created and distributed to three top librarians and one assistant librarian.
The data collected showed that all the librarians scored high in the LPC scale and possess the commonalities of being in good leader-member relationships and being dedicated leaders towards their organizations. The situational assessment, however, showed that two of the librarians are under poor position power, yet they continue to work in favorable situations. The leader-member relationship assessment showed that the librarians share positive covariance, but have a negative relationship with the power position. Overall, the librarians are task-oriented leaders who thrive at organizing tasks but their success at task completions depend on power position through interpersonal relationships within the library.
It is important to note that the leadership training of librarians is not all the same. What one librarian was taught to focus on may differ from the training of another librarian. Fielder’s contingency theory may not be applicable in all library settings because public and private libraries having different operational, motivational, and performance goals.
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