The Inhancy Model Of Fiedler's LPC Contingency Model
Fiedler’s (1964, 1967) LPC contingency model describes how the situation moderates the relationship between leadership effectiveness and a trait measure called the least preferred coworker (LPC) score.
Leader LPC Score
The LPC score is determined by asking a leader to think of all past and present coworkers, select the one with whom the leader could work least well, and rate this person on a set of bipolar adjective scales (e.g., friendly-unfriendly, cooperative uncooperative, efficient-inefficient). The LPC score is the sum of the ratings.
Forsyth (2006) states these situational variables to determine the favourableness of situational control:
Leader-Member Relations, which indicates the extent to which there is …show more content…
Leaders in high positions of power have the ability to distribute resources among their members, meaning they can reward and punish their followers. Leaders in low position power cannot control resources to the same extent as leaders in high power, and so lack the same degree of situational …show more content…
On the other hand, an office worker in this same business has low position power, because although they may be the leader on a new business deal, they cannot control the situation by rewarding or disciplining their colleagues with salary changes (Forsyth, 2006).
The model says that task-oriented leaders usually view their LPCs more negatively, resulting in a lower score. Fiedler called these low LPC-leaders. He said that low LPCs are very effective at completing tasks. They're quick to organize a group to get tasks and projects done. Relationship-building is a low priority.
However, relationship-oriented leaders usually view their LPCs more positively, giving them a higher score. These are high-LPC leaders. High LPCs focus more on personal connections, and they're good at avoiding and managing conflict. They're better able to make complex decisions.
According to Fiedler’s (1978) most recent interpretation, the LPC score indicates a leader’s motive hierarchy. A high LPC leader is primarily motivated to have close, interpersonal relationships with other people, including subordinates, and will act in a considerate, supportive manner if relationships need to be