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Leadership

CONTINGENCY THEORIES OF EFFECTIVE LEADERSHIP

• Contingency Theory – Theory that explains leadership effectiveness in terms of situational moderator variables

LPC (Least Preferred Co-Worker) CONTINTENCY MODEL

• The LPC contingency model describes how the situation moderates the relationship between leadership effectiveness and a trait measure called the “least preferred co-worker” score

Leader LPC Score

• The LPC score is determined by:
• Asking a leader to think of all past and present co-workers
• Select the one with whom the leader could work least well, and
• Rate this person on a set of bipolar adjective scales
 Friendly/Unfriendly
 Cooperative/Uncooperative
• A leader who is generally critical in rating the least preferred co-worker will obtain a low LPC score, whereas a leader who generally lenient will obtain a high LPC score
• A high LPC leader is primarily motivated to:
o Have close interpersonal relationship with other people (including subordinates)
o Will act in a considerate, supportive manner if relationships need to be improved
• A low LPC leader is primarily motivated by:
o Achievement of task objectives
o Will emphasize task oriented behavior
o The second motive of establishing good relations will become important only if the group is performing well and there are no serious task problems

• Low LPC leaders value task success, whereas high LPC leaders value interpersonal success

Situational Variables

• The relationship between leader LPC score and effectiveness depends on a complex situational variables called situational favorability or situational control
• Favorability is defined as the extent to which the situation gives the leader control over subordinates

1. Leader Member Relations – the extent to which the leader has the support and loyalty of subordinates, and the relations with subordinates are friendly and cooperative
2. Position Power – the extent to which the leader has authority to...