Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler's model, how would Jim's leader-member relations be described?

Fiedler’s Contingency Theory of Leadership states that the effectiveness of your leadership is measured by how well it matches situations, it also states that there is no "the one way to lead", leadership is determined by the situation, and you put yourself in the scale you have to describe the co-worker with whom you like working the least. Here Jim is a fair person that teats his co-workers in a standardized way.