Copyright Juan I. Sanchez, Ph.D. 2008 All rights reserved 1 LPC Scale Pleasant 87654321 Unpleasant Friendly 87654321 Unfriendly Rejecting 12345678 Accepting.

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Presentation transcript:

copyright Juan I. Sanchez, Ph.D All rights reserved 1 LPC Scale Pleasant Unpleasant Friendly Unfriendly Rejecting Accepting Helpful Unhelpful Unenthusiastic Enthusiastic Tense 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.

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

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

copyright Juan I. Sanchez, Ph.D 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

copyright Juan I. Sanchez, Ph.D 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?

copyright Juan I. Sanchez, Ph.D 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

copyright Juan I. Sanchez, Ph.D 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

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