Fiedler (1967) suggests that there is no “best” form of leadership. His research is based on the idea that leadership styles vary depending on the situation. He explains that leadership styles change depending on different aspects of a situation. It gives three specific variables that have an effect on a situation: the atmosphere of the group, the position of power and the structure of the given task. Vroom and Yetton (1973) expanded on this theory by saying that some situational variables include whether the leader has enough relevant information and whether subordinates will accept this autocratic decision. Contingency theory relies on an almost perfect fit between the leader and making the situation more favorable to the group. Hill (1969) explains that the most important aspect of the study of contingent leadership is that it makes "intuitive sense": if you carefully analyze a number of leadership situations, you will rarely find that two are the same. Everything changes depending on the leader and the type of person being led. This makes sense of the studies and sheds light on Fiedler's theory that leadership depends on