Abstract
The present study examines the performance of middle least preferred co-worker (LPC) leaders in relation to the performance of high and low LPC leaders and tests Fiedler's contingency model of leadership effectiveness directly in an analysis of variance design. The results indicate that the performance of the middle LPC leaders is generally superior to that of the high and low LPC leaders in the situations that can be described by the model. In addition, the interaction between LPC and situational control predicted by the contingency model is found to be significant. The contribution of these findings to the contingency model and their theoretical implications are discussed.
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