This working paper examines the theories of Fred Fiedler concerning the effectiveness of different leadership styles in different situations. Discussed first are the distinctions that Fiedler makes between what he terms relationship-motivated leaders and task-motivated leaders. The next section comprises an explanation of Fiedler's view of situation control as a function of three separate factors: leader-member relations, task structure, and position power. Formulas are provided for comparing situational control and for relating leadership style to situational control. To facilitate the use of these formulas, the special challenges presented by high-, medium-, and low-control situations are discussed along with the special cases in which an individual assumes the role of a new leader and in which a job moves from one type of control situation to another. Steps for making a job fit a leader are outlined. Appended to the paper are scales for leader-member relations, task structure, position power, and situational control. (MN)