1. copyright Juan I. Sanchez, Ph.D. 2008 All rights reserved 1 LPC Scale Pleasant 87654321 Unpleasant Friendly 87654321 Unfriendly Rejecting 12345678 Accepting Helpful 87654321 Unhelpful Unenthusiastic 12345678 Enthusiastic Tense 12345678 Relaxed Think of the person with whom you can work least well. S/he may be someone you knew in the past. S/he does not have to be the person you like least well, but should be the person with whom you had the most difficulty in getting a job done. Describe below how this person appears to you by placing a check in the appropriate place on the scale.

2. copyright Juan I. Sanchez, Ph.D. 2008 All rights reserved 2 LPC Scale (continues) Distant 12345678 Close Cold 12345678 Warm Cooperative 87654321 Uncooperative Supportive 87654321 Unsupportive Boring 12345678 Interesting Quarrelsome 12345678 Harmonious Self-assured 87654321 Hesitant Efficient 87654321 Inefficient Gloomy 12345678 Cheerful Open 87654321 Guarded

3. copyright Juan I. Sanchez, Ph.D. 2008 All rights reserved 3 Fiedler’s Contingency Theory leadership style extremely difficult to change lifetime of experiences

4. copyright Juan I. Sanchez, Ph.D. 2008 All rights reserved 4 Fiedler’s Contingency Theory So that the two match leadership effectiveness helping the person understand his/her style: people vs. task Learning how to manipulate the situation

5. copyright Juan I. Sanchez, Ph.D. 2008 All rights reserved 5 Fiedler’s Contingency Theory Situation Favorability Situation favorability task structuredness Leader position power leader-member relations Clear goals known by members Only a few correct solutions are possible Task can be completed in only a few ways Legitimate power Leader-group history, is the leader liked by the group?

6. copyright Juan I. Sanchez, Ph.D. 2008 All rights reserved 6 Fiedler’s Contingency Theory Leadership Style: LPC Score If your LPC score is… Your leadership style probably is… Lower than 58Task-oriented 58 to 63Mixed orientation Higher than 64People-oriented

7. copyright Juan I. Sanchez, Ph.D. 2008 All rights reserved 7 Fiedler’s Contingency Theory Which means that… Low-scoring LPC leaders those who rate their least-preferred coworker low function best in situations that are either FAVORABLE or UNFAVORABLE High-scoring LPC leaders those who rate their least-preferred coworker high function best when the situation is only of MODERATE FAVORABILITY

8. copyright Juan I. Sanchez, Ph.D. 2008 All rights reserved 8 Situation favorability LoHi LPC score task people Fiedler’s Contingency Theory Hi perf. Lo perf.