To capacity building and sustenance of competitive advantage in both public and private businesses, the need for effective leadership has remained critical. However, leadership effectiveness has persisted a multi-dimensional construct, and not many efforts have been finished to conceptualise models in this extent. In view of the case of Abu Dhabi National Oil Company (ADNOC), the major objective of the current study was to update and empirically support the traditional Contingency Model of Leadership Effectiveness to attain a more reliable model that is suitable for modern organisations. It was detected that leader characteristics and hierarchy structure are not decent factors of leadership behaviour in the organisation. A final effort was made to validate the Contingency Model of Leadership Effectiveness through the assistance of data collected in the current study. Data validates the traditional model of leadership to a large degree; this is particularly factual for task-oriented leadership behaviour as contrasting to relationship-oriented leadership behaviour. It is suggested that future researchers consider activity-based constructs for the measurement of variables to find more significant and validate critical relationships in the model. It is also suggested that ADNOC and other corporations in the region stretch equal attention to male and female employees and leaders. Females would predominantly endeavour in positions where leader-subordinate relationships are critical for complete organisational accomplishment.

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