Think of all the different people with whom you have ever worked¾in jobs, in soc
ID: 454231 • Letter: T
Question
Think of all the different people with whom you have ever worked¾in jobs, in social clubs, in student projects, or whatever. Next think of the one person with whom you could work least well¾that is, the person with whom you had the most difficulty getting a job done. This is the one person¾a peer, boss, or subordinate¾with whom you would least want to work. Describe this person by circling numbers at the appropriate points on each of the following pairs of bipolar adjectives. Work rapidly. There are no right or wrong answers.
Pleasant 8 7 6 5 (4) 3 2 1 Unpleasant
Friendly 8 7 6 (5) 4 3 2 1 Unfriendly
Rejecting 1 2 3 (4) 5 6 7 8 Accepting
Tense 1 2 3 4 5 (6) 7 8 Relaxed
Distant 1 2 3 4 )5) 6 7 8 Close
Cold 1 2 3 (4) 5 6 7 8 Warm
Supportive 8 (7) 6 5 4 3 2 1 Hostile
Boring 1 2 3 4 5 6 (7) 8 Interesting
Quarrelsome 1 2 3 4 (5) 6 7 8 Harmonious
Gloomy 1 2 3 4 5 6 7 (8) Cheerful
Open 8 7 (6) 5 4 3 2 (1) Guarded
Backbiting 1 2 3 4 5 6 7 (8) Loyal
Untrustworthy 1 2 3 4 5 6 7 (8) Trustworthy
Considerate 8 7 6 5 4 3 (2) 1 Inconsiderate
Nasty 1 2 3 4 5 6 7 (8) Nice
Agreeable (8) 7 6 5 4 3 2 1 Disagreeable
Insincere 1 2 3 (4) 5 6 7 8 Sincere
Kind ( 8) 7 6 5 4 3 2 1 Unkind
Scoring
This is called the “least-preferred coworker scale” (LPC). Compute your LPC score by totaling all the numbers you circled; enter that score here [LPC = ____ ].
Interpretation
The LPC scale is used by Fred Fiedler to identify a person’s dominant leadership style (see Module 16). Fiedler believes that this style is a relatively fixed part of one’s personality and is therefore difficult to change. This leads Fiedler to his contingency views, which suggest that the key to leadership success is finding (or creating) good “matches” between style and situation.
If your score is 73 or above, Fiedler considers you a “relationship-motivated” leader; if your score is 64 and below, he considers you a “task-motivated” leader. If your score is 65-72, Fiedler leaves it up to you to determine which leadership style is most like yours.
Based On my analysis choices,
I need you to write a paragraph to analysis the (( strength and improvement ))
Explanation / Answer
Answer-
Here Scoring LPC is adding all circled vaues=107
LPC Score 73
As per the LPC scale used by Fred Fiedler Model- you are relationship-motivated” leader
Based on your anaysis choices strength and improvement an be anaysed as follows-
A high LPC leader generally scores the other person as positive and a low LPC leader scores them as negative.
High LPC leaders tend to have close and positive relationships and act in a supportive way, even prioritizing the relationship before the task. Low LPC leaders put the task first and will turn to relationships only when they are satisfied with how the work is going.
Three factors are then identified about the leader, member and the task, as follows:
The best LPC approach depends on a combination of there three. Generally, a high LPC approach is best when leader-member relations are poor, except when the task is unstructured and the leader is weak, in which a low LPC style is better.
Leader-Member Relations
Task structure
Leader's Position- power
Most Effective leader
1
Good
Structured
Strong
Low LPC
2
Good
Structured
Weak
Low LPC
3
Good
Unstructured
Strong
Low LPC
4
Good
Unstructured
Weak
High LPC
5
Poor
Structured
Strong
High LPC
6
Poor
Structured
Weak
High LPC
7
Poor
Unstructured
Strong
High LPC
8
Poor
Unstructured
Weak
Low LPC
Discussion
This approach seeks to identify the underlying beliefs about people, in particular whether the leader sees others as positive (high LPC) or negative (low LPC). The neat trick of the model is to take someone where it would be very easy to be negative about them.
Measures the effectiveness of a group's performance
Fiedler's model measures the effectiveness of a group's performance based on the leadership style and the situation of the group. It is used to help management choose suitable leaders for each work group type. According to the model, there are two types of leadership styles: task-motivated and relationship-motivated. The group's situation is a technical term determined by three factors: the relationship between the group members and the leader; the task structure, or how clearly goals and procedures are defined; and the position of power, or capability of the leader to use reward and punishment to control group members.
Prescriptive
This model provides managers with a tool to create effective groups by modifying several variables. According to Fiedler's contingency model, there is not only one type of successful leadership style, but each leader type can thrive in the right group setting. The model provides a number of factors management can modify to improve the efficiency of the group. For instance, according to Fiedler's theory, an impersonal but task-oriented leader can be effective in a group as long as the group is highly structured and has clearly defined tasks.
Leader Identification
Fiedler's model gives organizations a quick method to identify the best potential leaders for a particular group. The theory includes a least preferred coworker scale, which helps management identify the human relations orientation and the task orientation of possible leaders. Leaders with a task orientation are best suited for groups in which they have a high level of control and supervise clearly defined tasks. On the other hand, leaders with a relationship orientation can use their interpersonal skills to get the job done and can deal with complex issues when making decisions.
Flexibility
This theory is designed as a contingency model and does not claim to describe all possible situations. It is precisely because the model only purports to provide ballpark results that it is flexible enough to adapt to a wide variety of groups, leaders and group-leader relationships. For instance, if a group has a leader with low human relations skills, Fiedler's model still gives management the option of creating an effective group by providing clearly defined tasks and increasing the ability of the leader to provide rewards or punishment to subordinates.
Leader-Member Relations
Task structure
Leader's Position- power
Most Effective leader
1
Good
Structured
Strong
Low LPC
2
Good
Structured
Weak
Low LPC
3
Good
Unstructured
Strong
Low LPC
4
Good
Unstructured
Weak
High LPC
5
Poor
Structured
Strong
High LPC
6
Poor
Structured
Weak
High LPC
7
Poor
Unstructured
Strong
High LPC
8
Poor
Unstructured
Weak
Low LPC
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