Personality, Motivational Systems, and Behavior of High and Low LPC Persons
Bibliographic Data
| ID | 9891986 |
|---|---|
| Authors | Fred E Fiedler (University of Washington, corresponding author) |
| Year | 1972 |
| Volume | 25 |
| Issue | 5 |
| Pages | 391-412 |
| Publication date | 1972-11-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/001872677202500502 |
| OpenAlex | W2140543669 |
| Language | EN |
| Citations received | 15 |
| References cited | 28 |
The paper presents a new interpretation of the least preferred coworker (LPC) score which suggests that the score reflects a hierarchy of goals. High LPC persons have as their primary goal the establishment and maintenance of interpersonal relations and as a secondary goal the attainment of prominence and self-enhancement. The low LPC person is seen as having as his primary goal the achievement of tasks and material relations. The implications of this interpretation and the supporting data for the prediction of behavior, leadership training, and personality theory are discussed, as is the integration of the contingency model results with findings obtained in other leadership research programs
Big Five personality traits · Cognitive psychology · Contingency · Contingency theory · Developmental psychology · Goal Orientation · Hierarchy · Interpersonal communication · Interpretation (philosophy · Management · Personality · Applied Psychology · Emotional Intelligence and Performance · Job Satisfaction and Organizational Behavior · Motivation and Self-Concept in Sports · Psychology · Social Psychology
Construct validity of the Least Preferred Co-Worker score
Internal Analyses of the Least Preferred Co-Worker (LPC) Scale
Self-presentations of small group leaders
Leader esteem for the least preferred co-worker score, training, and effectiveness
Choosing friends as activity partners
Subjective Meaning of the LPC Scale
Racial Differences in Supervisors' Attitudes Toward Coworkers
Formal classification of research information
Managers' Personalities and Their Leadership Perceptions
Experimental Examination of the Contingency Model and the Leader-Environment-Follower Interaction Theory of Leadership
Sex and least preferred co-worker score effects in leadership behavior
Smile when you say that
What Can We Learn from Fiedler's Contingency Model
The Association of Professors’ Style, Trait Anxiety, and Experience With Students’ Grades
Leadership
A theory of leadership effectiveness
An empirical test of a new theory of human needs
New patterns of management
Validation and extension of the contingency model of leadership effectiveness
Leader behavior, group productivity, and rating of least preferred co-worker
Quasitherapeutic effects of intergroup competition
Cross-Cultural Training as a Means for Improving Situational Favorableness
The Effects of Programmed Culture Training upon the Performance of Volunteer Medical Teams in Central America
The Effect of Leadership Style Upon the Performance and Adjustment of Volunteer Teams Operating in Stressful Foreign Environment
The effect of leadership and cultural heterogeneity on group performance
The Behavior of Task-Oriented (Low LPC) and Socially Oriented (High LPC) Leaders Under Several Conditions of Social Support
Some Determinants of an Individual's Esteem for His Least Preferred Co-Worker
Leader complexity and leadership style
Studies in Personnel and Industrial Psychology
Contingency model of leadership effectiveness
Team competition, success, and the adjustment of group members
| Unique citing works | 15 |
|---|---|
| Citations per year | 0,29 |
| Citation span | 1975 - 2007 (33) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 14 |