Fiedler’s Contingency Theory: Practical Application of the Least Preferred Coworker (LPC) Scale
The IUP Journal of Organizational Behavior, Vol. X, No. 4, October 2011, pp. 7-26
Posted: 19 Jul 2012
Date Written: July 19, 2012
The present study aims at some considerations about leadership from the contingency perspective, focuses on the theory of Fiedler, whose basic premise is that group performance is contingent depending on the interaction of leadership styles and situations favorable to the leader. Leadership is an issue that has aroused much interest among people and is probably one of mankind’s most ancient concerns. Fiedler uses the distinction between task-oriented leadership style and relationship-oriented leadership style, relating these leadership styles with different types of situation, in order to determine the contingencies that make either style effective. Based on Fiedler’s theory, a case study was applied in Cape Verde at the University of Beira Interior (CABOUBI) (association of African students from Cape Verde) to confirm the applicability of the measures advocated by the theory (least preferred coworker).
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