Abstract
Afactor analysis of Fiedler's Least Preferred Co- Worker (LPC) Scale and measure of situational control produced eight factors: (1) emotional stability, (2) dependability and surgency in the LPC, (3) leader/member relations, (4) goal clarity, (5) decision verifiability, (6) solution multiplicity, (7) training and experience, and (8) power of sanction in the situational control measure. Several factors failed to demonstrate internal consistency upon replication. It is argued that the LPC and situational control measure are more complex than generally assumed. Further attention to the operational measurement of Fiedler's constructs is suggested as an initial first step toward testing the Contingency Model of Leadership.
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