THE LPC THEORY OF LEADERSHIP

• Least-Preferred Coworker
• Developed by American scholar Fred Fiedler
• Suggests that a leader’s effectiveness depends on the
situation
 TASK VERSUS RELATIONSHIP
MOTIVATION
• TASK MOTIVATION closely parallels job-centered
and initiating-structure leader behavior
• RELATIONSHIP MOTIVATION similar to employee-
centered and consideration leader behavior
 SITUATIONAL FAVORABLENESS

• LEADER MEMBER RELATIONS refers to the personal

relationship that exists between subordinates and their leader
• TASK STRUCTURE second most important determinant of
situational favorableness
• LEADER POSITION POWER is the power inherent in the
leader’s role itself.
 PATH GOAL THEORY OF LEADERSHIP

• Developed jointly by Martin Evans and Robert House

• Focuses on the situation and leader behaviors rather than
on fixed traits of the leader.
 Figure 12.4 THE PATH-GOAL THEORY OF
LEADERSHIP
SUBORDINATE’S
LEADER MOTIVATION TO
BEHAVIORS PERFORM

Directive
Supportive
Participative
Achievement-oriented

SITUATIONAL
FACTORS
Personal Characteristics of Environmental
Subordinates Characteristics

-Task Structure
-Locus of Control -Authority System
-Perceived Ability -Work Group
 VROOMS DECISION TREE APPROACH
TO LEADERSHIP
• The earliest version of this model was proposed by Victor Vroom
and Philip Yetton and later revised and expanded by Vroom and
Arthur Jago
• This approach attempts to prescribe a leadership style appropriate
to a given situation
• Vrooms approach concerns itself with only a single aspect of
leader behavior: Subordinate participation in decision making
 5 DECISION STYLES
• DECIDE: makes the decision alone
• DELEGATE: allows the group to define for itself the exact
nature and parameters of the problem and to the develop a
solution
• CONSULT(individually): presents the program to group or
members individually, obtains their suggestions, and then makes
the decision
• CONSULT (group): presents the problem to group members
at a meeting, gets their suggestions, and then makes the
decision.
• FACILITATE: presents the problem to the group at a
meeting, defines the problem and its boundaries, and then
facilitates group member discussion as members make the
decision.