6. 6
Complete the LPC Questionnaire
Total your scores
Interpretation (next)

7. 7
If your score is 57 or below = low LPC, which
suggests you are task motivated
If your score is within the range or 58 – 63,
you are middle LPC, which means you are
independent
If you score is 64 or above = high LPC, which
suggests you are relationship motivated

8. Leader-member relations:


Group atmosphere: degree of confidence, loyalty,
and attraction that followers feel for their leader.

If the group atmosphere is positive and
subordinates trust, like, and get along with their
leader, the leader-member relations are good.

On the other hand, if the atmosphere is unfriendly
and friction exists within the group, the leadermember relations are defined as poor.
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9. Task Structure:


Is the degree to which the requirements of a task are
clear and spelled out.

Tasks that are completely structured lend to give more
control to the leader, whereas vague and unclear tasks
lessen the leader’s control and influence.

A Task is considered structured when
a) The requirements of the task are clearly stated and
known by the people required to perform them,
b) The path to accomplishing the task has few alternatives,
c) Completion of the task can be clearly demonstrated,
and
d) Only a limited number of correct solutions to the task
exist.
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10. Position Power:


Is the amount of authority a leader has to reward
or to punish followers.

It includes legitimate power individuals acquire as
a result of the position they hold in an
organization.

Position power is strong if a person has the
authority to hire and fire or give raises in rank or
pay; it is weak if a person does not have the
authority to do these things.
10

11. Effective leadership is contingent on
matching a leader’s style to the right
setting.
Contingency theory posits that certain
styles are effective in certain situations.
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12. Reasoning for why leaders who are working
in the “wrong” situation are ineffective:
a) A leader whose LPC style does not
match a particular situation experiences stress
and anxiety.
b) Under stress, the leader reverts to less
mature ways of coping that were learned in
early development,
c) The leader’s less mature coping style
results in poor decision making, which results
in negative work outcomes.
12

14. 
Obstacles are an integral part of our lives.
Leaders must help others overcome these
obstacles.
o Leaders need to first figure out what the
problems are and then determine how best to
solve them.
o If a leader does this, employees will be more
motivated, productive, and satisfied with their
work.
o
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15. 
Path-goal leadership addresses the way
leaders can assist others in overcoming
obstacles that hinder productivity.
o
Leaders need to choose a style that best fits
the needs of individuals & the work they do.
o
Leaders should help individuals define the
goals & paths to reaching these goals.
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16. 



It is not uncommon for individuals to be
unclear or confused about their goals.
Sometimes the goal is unknown, obscure,
or hidden among competing goals.
When goals are not apparent, people are
less likely to be successful.
Leaders need to make goals clear.
If goal is vague → Clarify it
o If goal is embedded among other goals →
Identify it
o
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17. 



Ineffective performance results from unclear
directions from leaders.
Directions that are vague, confusing, rambling,
imprecise, or incomplete can have a debilitating
effect on individuals.
o People lose the capacity to move forward
o Group members feel lost; they do not know how
to reach their goal
Leaders must define the path to the goal.
Individuals vary in their need for direction.
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18. 

Hundreds of articles have been written in an
attempt to explain human motivation.
Path-goal leadership incorporates expectancy
theory as a way to motivate others.
o Expectancy Theory suggests people will be more
motivated when the effort they put into a task
leads to an expected outcome that they value.
o This occurs when individuals:
 feel competent
 get what they expect
 value what they do
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19. 
Solution: Give relevant support.

Let people know that they are competent.

Make sure the outcome people expect from
their effort is achievable and will likely occur.

Help others see the value in their work
performance through monetary rewards,
positive personal feedback, or special
achievement awards.
19

20. 
When the task is unstructured, ambiguous, or
complex, it creates an obstacle for individuals.

Some may feel overwhelmed in these
situations.

When leaders simplify complex tasks, it helps
others feel more competent about their work.
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21. 

When the task is complex the leader needs
to be directive and clarify the path to the
goal.
Directive leaders give others instruction,
including:
o
o
o
o
What is expected of them
How it is to be done
Timeline for when it should be completed
Setting clear performance standards
21

22. 
When the task is unstructured, ambiguous, or
complex, it creates an obstacle for individuals.

Some may feel overwhelmed in these
situations.

When leaders simplify complex tasks, it helps
others feel more competent about their work .
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23. 
Solution: Give support and nurturance
o
It is important for leaders to use a supportive
style—It provides what is missing by giving
nurturance when group members are
engaged in boring tasks.
o
Social support can take a variety of forms and
it shows care for the well-being of the
worker.
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24. 
Having a “voice” in what happens is very
important to people.
o
o

People want to “fit in.”
By expressing their thoughts & opinions,
individuals feel like they are making a
contribution to the group.
Leaders should use a participative style to
address the issue of low involvement.
o
Leaders invite others to share in the ways and
means of getting things done. They create a
climate that is open to new and diverse opinions.
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25. 

Some people do not work well because they do not
feel challenged by what they are doing.
o Without challenge, people find work
uninteresting.
o As a result, they work less or quit & find
something more challenging.
Leaders should adopt an achievement-oriented
style of leadership.
o Challenge individuals to perform at the highest
level.
o Set standards of excellence & challenge others to
meet them.
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26. 
Challenges and difficulties will always be
present for people in the workplace.

Effective leaders help individuals define
their goals and the paths they wish to take
to meet those goals.

Four leadership styles can be used to help
people overcome obstacles: directive,
supportive, participative, and achievement
oriented.
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