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Leader Member Relations – the extent to which the leader has the support and loyalty of subordinates, and the relations with subordinates are friendly and cooperative
2. Position Power – the extent to which the leader has authority to evaluate subordinate performance and administer rewards and punishments
3. Task Structure – the extent to which there are operating procedures to accomplish the task, a detailed description of the finished product and objective indicators of how well the task is being performed
• Favorability is determined by weighting and combining these three aspects of the situation
• The weighting procedure assumes that leader-member relations are more important than task structure
• According to the model, the situation is most favorable for the leader (octant 1) when:
o The subordinates are good,
o The leader has substantial position power
o The Task is highly structured
• The situation is least favorable for the leader (octant 8) when:
o The relations with the subordinates is poor
o The task is unstructured
o Position power is low
• The LPC interpretation has been changed in an arbitrary fashion
• The current interpretation is speculative
• LPC scores may not be stable over time and may be more complex than assumed
• In absence of behavioral variables the model does not provide any guidance for training leaders how to adapt to the situation
• The model neglects medium LPC leaders, who probably outnumber high and low LPC leaders
THE PATH GOAL THEORY OF LEADERSHIP
• The path goal theory of leadership was developed to explain how the behavior of a leader influences the satisfaction and performance of subordinates
• Expectancy theory describes work motivation in terms of a rational choice process in which a person decides how much effort to devote to the job at a given point in time
• In choosing between a maximal effort and minimal (or moderate effort) a person considers the likelihood that a given level of effort will lead to successful completion of the task and the likelihood that task completion will result in desirable outcomes
• Desirable outcomes include:
o Higher pay
o Sense of achievement
• Expectancy – the perceived probability of an outcome
• Valence – The desirability of an outcome
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