Fiedler's model suggests that successful leadership depends upon the appropriate fit of personal style with the following contingency variables:

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Fiedler's model suggests that successful leadership depends upon the appropriate fit of personal style with three contingency variables, including leader-member relations (the degree to which group members trust and respect the leader), task structure (the degree to which tasks are clear and structured), and position power (the degree to which the leader has formal authority over subordinates). Money, competitive dynamics, and regulation (A) are not contingency variables in Fiedler's model. Product type, industry life cycle, and market share (B) are not mentioned in the model either. Manager personalities, labor relations, and union activity (D) are not contingency variables but rather situational factors that may affect leadership effectiveness. Buyer power, supplier power, and rivalry (E) are not relevant to Fiedler's model.

Fiedler's Model Suggests That Successful Leadership Depends Upon the Appropriate