Fred E. Fiedler- LPC test requires a subject to describe a coworker they have never interacted with like the most like the least work very closely with.
The correct answer and explanation is :
The correct answer is:
Describe the coworker with whom they have worked least well (i.e., least preferred coworker).
Explanation (Approximately 300 words):
Fred E. Fiedler, a pioneer in leadership theory, developed the Least Preferred Coworker (LPC) scale as part of his Contingency Theory of Leadership. The LPC scale is designed to measure a leader’s underlying style — whether they are task-oriented or relationship-oriented.
In the LPC test, subjects are asked to describe the one person with whom they have worked least well — not someone they have never interacted with or someone they liked most. The intent is for the subject to recall a real colleague with whom they had difficulty collaborating and then rate that individual on a series of bipolar adjectives (e.g., friendly-unfriendly, cooperative-uncooperative).
The resulting LPC score helps determine a leader’s motivational orientation:
- A high LPC score (i.e., rating the least preferred coworker in relatively favorable terms) indicates that the leader is relationship-oriented. This suggests the leader tends to value interpersonal relationships even in challenging work situations.
- A low LPC score (i.e., rating the least preferred coworker very unfavorably) reflects a task-oriented leader. This type of leader prioritizes completing the job over maintaining harmonious relationships, especially under stress.
Fiedler believed that leadership effectiveness depends on a match between the leader’s style and the situational context — particularly the quality of leader-member relations, task structure, and the leader’s position power. Leaders cannot easily change their fundamental style; therefore, effectiveness is improved by placing leaders in suitable situations rather than expecting them to adapt their approach.
In summary, the LPC test requires subjects to describe the coworker they have worked least well with, not someone they’ve never worked with or their favorite colleague. This approach helps uncover the leader’s natural tendencies and aligns them with appropriate environments for optimal leadership performance.