Situational Leadership TheoryAs there is no special or specific type of leader, many leadership styles and theories have surfaced. This is because different situations require different types of leadership styles. In many cases, leadership theories help predict the best leadership style to employ in a particular situation. This essay seeks to explain why situational leadership theory is useful and relevant for developing an effective leadership culture. This is what the authors hope can be used as a guide to enable managers to be more successful. Basics The basics of situational leadership theory are that there is no single leadership style. You have to choose the best leadership style based on different factors. Leadership is relevant to the task, but the best leaders are those who adapt their style to the job or task. Also the capabilities of their employees. Their education, their experience, their ability to take responsibility for the job. Fiedler's Contingency Model There are different theories of situational leadership. One such theory is known as the Fiedler contingency model. Allen, Plunkett, and Attner (2013) stated that the defensive player believes that the manager's situation should determine the leadership style to be used. Fidler believed that there are three situational variables that should determine the employee's task or focus. These are the leader-employee relationship, job structure, and the power of the leader position.Leader-Employee RelationshipThe leader-employee relationship is based on how accepted the leader feels. This is measured by mutual trust, confidence and respect for the leader. The best relationships will allow a manager to succeed in inspiring or influencing his staff. While the middle of the paper helps managers think about which one they can use to succeed.ReferencesAllen, A., Plunkett, W. and Attner, R. (2013) The evolution of managerial thinking. Management An approach to customer expectations 10th edition. Editor Erin Joyner. Fairholm, M.R., & Fairholm, G.W. (2009). Understanding leadership perspectives: theoretical and practical approaches. New York: Springer. Palestini, R.H. (2009). From leadership theory to practice: an action plan for success as a leader. Lanham: Rowman and Littlefield Education. Strube, M. J. & Garcia, J. E. (1981). A meta-analytic investigation of Fiedler's contingency model of leadership effectiveness. Psychological Bulletin, 90(2), 307-321. doi:10.1037/0033-2909.90.2.307 Van, W. M. (2005). Leadership dynamics in the public service: theory and practice. Armonk, New York: M. E. Sharpe