In least preferred co-worker (LPC) contingency theory, what does a leader's view of their least preferred co-worker indicate?

In the context of the least preferred co-worker (LPC) contingency theory, a leader's view of their least preferred co-worker is indicative of the type of leadership style they possess. The LPC theory, developed by Fred Fiedler, posits that the way a leader evaluates their least preferred coworker reveals their underlying attitudes towards relationships and tasks.

If a leader views their least preferred coworker in a negative light, it suggests that they are more task-oriented. They are more focused on achieving goals, often prioritizing tasks over interpersonal relationships. Conversely, if a leader evaluates their least preferred coworker positively, it indicates a relationship-oriented style, where building rapport with team members is valued.

This assessment helps in determining the appropriate leadership approach to adopt in various situations, as effective leadership can vary based on specific contexts and the dynamics of the team being managed. Thus, the LPC score aids in clarifying the leader's style and compatibility with different environments and teams.