Abstract
The purpose of this paper is to develop further the rationale for Fiedler's prediction that a task-oriented (low LPC) leader will tend to be more effective where the situation is either very favorable or very unfavorable for the leader to exert influence and that a relations-oriented (high LPC) leader will tend to be more effective in situations intermediate in favorability. Specifically, this paper will attempt to clarify what the least preferred co-worker (LPC) score actually measures and will try to show how the behavior patterns of the two types of leaders differ.
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