Lpc & Path-Goal Theories

Compare and contrast between the Feidler’s Least Preferred Coemployee scale (LPC) and Path-Goal theories of leadership Fiedler’s Contingency Theory of Leadership states that there is no one best style of leadership. Instead, the effectiveness of a leader depends on the person’s leadership style and situational favorableness.

Fiedler believed that leadership style is fixed and can be measured by a Least-­‐ Preferred Co-­‐Worker (LPC) scale. The scale is a questionnaire consisting of 16 items used to reflect a leader’s underlying disposition toward others. Each item in the scale is given a single ranking of between one and eight points, with eight points indicating the most favorable rating. The high LPC score leaders derived most satisfaction from interpersonal relationships and therefore evaluate their least preferred co-­‐workers in fairly favorable terms. These leaders think about the task accomplishment only after the relationship need is well satisfied. On the other hand, the low LPC score leaders derived satisfaction from performance of the task and attainment of objectives and only after tasks have been accomplished, these leaders work on establishing good social and interpersonal relationships. According to Fiedler, a leader’s behavior is dependent