The Least preferred co-worker scale as a predictor of leadership behavior in work settings

This study evaluates the construct validity of the Least Preferred Co-worker (LPC) Scale by testing the predictions made by the motivational hierarchy hypothesis. The respondents were one hundred fifty-nine supervisors and managers. The LPC determined leadership style as either relationship-oriented or task-oriented. Situational control was measured by the Leader-Member Relations scale, Task Structure scale, and Position Power scale. Consideration behavior, measured by the adapted LBDQ, reflected a need for interpersonal success. Initiation of structure behaviors, measured by the adapted LBDQ, reflected a need for task success. Two hypotheses were tested: (1) High LPC leaders in high control situations engage in more task-oriented behaviors than high LPC leaders in low control situations. Low LPC leaders\u27 task-oriented behaviors are consistent across situational control. (2) Low LPC leaders in high control situations engage in more consideration behaviors than low LPC leaders in low control situations. High LPC leaders\u27 consideration behaviors are consistent across situational control. The results of this study supplements previous research (Green, Nebeker & Boni, 1976; Michaelson, 1973) supportive of the motivational hierarchy inteipretation of the LPC. Hypothesis 1 was not supported. However, a significant interaction effect supported Hypothesis 2. Criticisms concerning the construct validity of the LPC, the motivational hierarchy inteipretation of the LPC, and the Contingency Model of Leadership Effectiveness are discussed. Several recommendations for future research are suggested