According to the Fiedler contingency model, a very favorable situation in which the leader has a great deal of control is characterized by . High task structure, good leader-member relations, and strong position power Low position power, unstructured jobs Limited position power, good leader-member relations, and low task structure / less structured jobs Low position power, and moderate leader-member relations / good leader-member relations Strong position power, and moderate leader-member relations / broad employee responsibilities visibility_off

High task structure, good leader-member relations, and strong position power

Explanation:

Fielder's Contingency Theory of Leadership states that your effectiveness as a leader is determined by how well your leadership style matches the situation. This theory is based on the idea that leadership styles hinge on four behaviors: telling, selling, participating and delegating. The maturity levels range from an incompetence or unwillingness to perform the task, to a willingness and ability to perform.

High task structure, good leader-member relations, and strong position power

Explanation:

The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. This is the result of two factors – "leadership style" and "situational favorableness". The situational favorablebness is then subdivided into three major parts which are;

Leader-Member Relations – This is the level of trust and confidence that your team has in you. A leader who is more trusted is said to be more favorable than the one who is not trusted.

Task Structure – This refers to the type of task you're doing: clear and structured, or vague and unstructured. A clear and structured task seem to be more favorable

Leader's Position Power – This is the amount of power you have to direct the group, and provide reward or punishment. The more power you have, the more favorable your situation

answer; you can turn right on a red signal (when posted);