Although Fred Fiedler's Leadership Contingency Model has received considerable criticism regarding the means for measuring task and relationship oriented leadership, the model still has much utility. This theory examines the role of intellectual and other cognitive abilities on leader performance. Surprisingly, these cognitive resources can be a source of enhancement or liability at times. Intelligence and experience are two key variables in the theory.
Intelligence is one's overall effectiveness as measured by standard IQ tests.
Experience includes learned behaviors and skills that are acquired over the years by performing various tasks. These two variables can impact teams performance depending on the level of stress present. Stress is defined as the level of interpersonal conflict and concerns about performance with superiors, or during organizational disruptions as during mergers, reorganizations and transitions. Stress moderates the relationship between IQ and performance. In low stress situations, they may rely too much on past experience.