Situational Theory Beginning around 1950, the emphasis in leadership research shifted from the trait approach to the situational approach. In 1948, Ralph Stogdill's survey of trait research concluded that there were no universal leadership traits. In 1949 JK Hemphill published a book focused entirely on the situational factors of leadership. Therefore, a new emphasis has been placed in leadership research, not on who or what the leader is, but on where leadership occurs and the conditions under which it occurs. A corresponding de-emphasis on personality variables accompanied the new emphasis on the situational factor. The situational approach makes a lot of sense for managers. It is easy to cite numerous factors that can influence the success of the manager's efforts in leading the type of organization, the nature of the group's task, time pressure, the set of policies that define the limits of the manager's discretion personal relationship between managers and subordinates, managers' influence with their superiors, employee skill level and motivation, and manager's personal attributes. Situational theory tends to look at the situation in isolation from the leader and followers. Just as the trait approach considers personality traits in isolation, the situational approach also fails to pay adequate attention to the overall process that leads to leadership. Again, we must emphasize the idea of ​​leadership as a system of influence and interaction involving a leader, a follower, and situational variables. Contingency Theory The main emphasis of Fidler's contingency model of leadership effectiveness is on the interaction between a leader's leadership style and the favorability of the situation for the left side of the paper in which achieving the work goal will lead effectively to the desired extrinsic consequences. House uses the term "path instrumentality" to refer to the two probability estimates above. That is, the first estimate is the instrumental path of work behavior for achieving work goals, and the second is the goal attainment for desired extrinsic consequences. The concept of path instrumentality is simply a belief about the degree to which a particular set of behaviors or events will be instrumental in achieving desired consequences. In addition to making estimates about the instrumentality of the path, employees also attribute subjective values ​​to the intrinsic consequences associated with the path. on the behavior required to achieve a work goal, on the intrinsic consequences associated with achieving the work goal, and on the extrinsic consequences associated with achieving the work goal.