PSY FPX 8720 Assessment 5 Leadership Theories
Phillip April 23, 2024 No Comments

PSY FPX 8720 Assessment 5 Leadership Theories

PSY FPX 8720 Assessment 5 Leadership Theories


Capella university

PSY FPX 8720 Psychology of Leadership

Prof. Name



Leadership theories abound, each offering insights into the intricacies of what makes a leader effective. These theories range from focusing on inherent traits to learned behaviors. Leadership is pivotal within any team dynamic. This paper delves into the case of Jordan, the director of Organizational Development, exploring his leadership journey amidst significant challenges and responsibilities.

Jordan assumed his role approximately five years ago, a promotion that came with minimal prior experience. Despite this, he has dedicated himself to honing his skills, even obtaining certification as an ICF coach. Leading a team amid considerable turnover, Jordan spearheads critical initiatives, including cultural transformation and leadership development strategies. Despite concerns over resource allocation, he remains dedicated, though balancing his professional duties with parenthood poses its own challenges.

Servant Leadership

Robert Greenleaf’s Servant Leadership theory underscores the idea that effective leaders prioritize serving their followers. This approach emphasizes collaboration, trust, and empathy. Critics argue that overly focusing on followers’ needs may detract from organizational objectives. An anecdote involving Jordan during the pandemic illustrates how prioritizing individual needs can conflict with organizational requirements. Despite its potential drawbacks, such actions can foster trust and loyalty.

Fiedler’s Contingency Theory Leadership

Fred Fiedler’s Contingency Theory, developed in the 1960s, posits that leadership effectiveness hinges on situational factors rather than a universal style. This model delineates leadership style and situational control as key determinants of success. Fiedler’s Least Preferred Coworker (LPC) test discerns leaders’ orientations toward relationships or tasks. Jordan’s leadership style, assessed as High LPC, manifests in a preference for interpersonal connections over task orientation. This aligns with his engagement in relationship-focused tasks like leadership development but presents challenges in task-oriented projects such as implementing an ERP system.

Compare and Contrast

Servant Leadership shares commonalities with high LPC leadership but differs in its emphasis on continuous development and flexibility. Fiedler’s model, in contrast, posits a fixed leadership style contingent on situational factors. Both theories underscore the importance of aligning leadership approaches with contextual demands. In today’s increasingly virtual work landscape, leaders must adeptly navigate varying circumstances, blending servant-like support with directive clarity.

Servant Leadership in Action

Servant leadership excels in scenarios like onboarding and talent development, fostering employee empowerment and engagement. Conversely, Fiedler’s Contingency Theory underscores the importance of matching leaders with projects conducive to their natural inclinations. Jordan’s experiences exemplify the necessity of such alignment for project success.


Leadership is multifaceted, with no one-size-fits-all approach. Jordan’s journey highlights the need for adaptability and situational awareness in leadership. The theories explored offer valuable frameworks, emphasizing the dynamic interplay between leadership style and context. Ultimately, effective leadership requires a nuanced understanding of both individual inclinations and situational demands.


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PSY FPX 8720 Assessment 5 Leadership Theories

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Villanova University. (2021, September 9). The Contingency Theory of Leadership Explained. Retrieved December 16, 2021, from

PSY FPX 8720 Assessment 5 Leadership Theories

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