Rashad. M. Yousil’Al-Saed2023-03-162023-03-162002-09http://hdl.handle.net/123456789/19014Dissertation Submitted to the College ol‘Graduale Studies in Fulfillment olilhe requirements for the Doctorate degree in Business /\dministration. - Sudan University of Science and Technologyl Abstract This study aims to investigate the effectiveness ofthe Jordanian industrial leadership organi7.ational performance according to Fiedler’s contingency theory. Fiedler’s Contingency Model suggests that successful leadership depend on matching leadership style to the situation demand. Each leadership style is mosteffective when it used in the right situation. This Model studied the interaction among the contingency variables (leader- member relation, task structure, & position power), and leadership traits (LPC) the problem stateinentofthe study work was built from the above through the following questions: l-ls there a relationship between leadership traits and situational variables? 2-Do the contingency variables in Jordanian industrial sector have influence on leadership traits? 3- Does the leadership effectiveness depend on matching between the leadership traits and the situational variables? - ls there a significant relationship between the situations column l,3, &8) in case of l.ow LPC. And situations column 4,5,6, &7) in case ofhigh LPC? The hypothesis of study work was built from the above question. Seven main hypotheses and twelve sub-hypothesis were tested to check the relationship, influences and matching between the research variables. /\/—\_§ A questionnaire and intensive structured interview used in checking the hypothesis of the study work. The questionnaire consists of four variable leadership traits, leader-member relation, task structure and position of power; which were checked by Fielder’s scale (I967). The questionnaire and the interview were conducted in a random sample of 29 companies listed in the Jordanian shareholding companies guide (1999). Data were analyzed descriptively and statistically by using SPSS techniques, and answer the questions using (Mean, Standard Deviation, Multiple and Simple regression, F. Test, T. Test, Nova Test, and Newman Keuls Test). The findings ofthe study work are: 1-There exists a significant interrelated relationship between leadership’s traits and the situational variables. 2-The situational variables in Jordanian industrial sector have influences on leadership traits level. 3-The extent of change in responses on the part of employees (subordinates) causes similar change in the level of leaderships traits. 4-The effectiveness of leadership in Jordanian industrial sector depends on the degree o1°matchingbetween the leadership traits and the situational factors. 5-Middle management in the Jordanian industrial organizations (covered in the research work) tends to have a good relation with subordinates. This is a general, not a specific trend, and should thereliore be viewed accordingly. 6-The task structure in Jordanian industrial organizations is weak in terms ofstrueture .1t is also found to be rigid in the majority of industries covered in the research work. 7-No significant relationship exists between the situations (columns 1,2,3, &8) in the Jordanian industrial sector in terms of low L.P.C. No significant relationship exists between the situations (columns 4,5,6, &7) in the Jordanian industrial sector in terms ol‘ high L.P.C. 8-/\ significant relationship does exists, however, between the situations (column 1,2,3, &8) and the situations (co1umn4, 5,6, &7) in Jordanian industrial sector. 9-The findings ofthe field study are agreement, in general terms, with the findings, analysis and approaches presented by Fielder’s (1967) contingency Model. The t l i findings ol‘ the field study also conform to the dillcrent hody ol‘ knowledge and empirical research work conducted in the field of leadership styles and their impact on behavioral and organizational aspects ol‘ enterprises. 10- The findings of the field study are in agreement, in general terms, with the philosophy ol‘ contingency theory, that dililierent situations cause to dillerent leadership styles.Industrial leadershiporganizational performanceThesis