Case study 6.1 Chapter 6
In the Contingency Theory of leadership, the success of the leader is a function of a range of factors in the form of subordinate, task, and group variables. The effectiveness of a given pattern of leader behavior is contingent upon the demands imposed by the situation.
Leaders with such a high LPC score are often more concerned with personal relations, more sensitive to the feelings of others, and better off at heading off conflict. They use their good relations with the group to get the job done. They are better able to deal with the complex issues in making decisions. In high control situations, they tend to become no longer challenged. They may seek approval from their superiors ignoring their subordinates. They may try to reorganize the task. As a result, they can become insensitive toward their subordinates, more concerned with performance of the task. In moderate control situations, they focus on group relations. They reduce the anxiety and tension of group members, and thus reduce conflict. They handle creative decision making groups well. They see this situation as challenging and interesting and perform well in it. In low control situations, they become absorbed in obtaining group support often at the expense of the task. Under extremely stressful situations, they may also withdraw from the leadership role. The book also states that some situations cannot be changed and still are effective for the group. I would give Tamara a 6 with a score of 98 on the LPC, Tamara shows strong relational traits. While this is a great trait to have, working on a numbers motivated task may require more "task oriented" traits in a leader. Tamara may help her group work better together. High LPCs are motivated by relationships. These people gain their major satisfaction in an organization from interpersonal relationships. A high LPC sees positives qualities even in the coworker she or he least prefers, and even if the high LPC does not work well with that person. It is more about the leader. A high LPC needs relationships to be in high working order, before tasks are completed. Tamara does not know the people she will be working with as they were voted in by the student body. She will need to take time to get to know them and develop personal relationships before diving into their goal. The fee structure will be completed but building a strong relationship will be effective for the year. Tamara can delegate a stronger task-oriented person to head up the fee schedule project. Meanwhile she can be building relationships of trust and effective leaders on the council.

• Northouse, Peter G. (Ed.). (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage. Paper