The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency . This results from the interaction of leadership style and situational favorability (later called situational control ). The theory defined two types of leader: those who tend to accomplish the task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented).  According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favorable situation". Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability.
I really enjoyed your perspective on the leadership/management roles in a business. What you wrote really put a lot of the ideas and thoughts I had on management into words. In my business as a golf course superintendent, we most of the time will hire an assistant superintendent, for the purpose of separating out the management and leadership. The assistant superintendent is responsible to assign jobs to the crew and oversee the daily maintenance out of the golf course. This leaves the superintendent to not only deal with golfers complaints, but to find ways to make jobs more efficient and help employees work more effective. The superintendent’s and the assistant’s jobs often overlap, but having the separation keeps the leaders from being bogged down with too much managerial duties.