<P> According to Fiedler, the ability to control the group situation (the second component of the contingency model) is crucial for a leader . This is because only leaders with situational control can be confident that their orders and suggestions will be carried out by their followers . Leaders who are unable to assume control over the group situation cannot be sure that the members they are leading will execute their commands . Because situational control is critical to leadership efficacy, Fiedler broke this factor down into three major components: leader - member relations, task structure, and position power (Forsyth, 2006). Moreover, there is no ideal leader . Both low - LPC (task - oriented) and high - LPC (relationship - oriented) leaders can be effective if their leadership orientation fits the situation . The contingency theory allows for predicting the characteristics of the appropriate situations for effectiveness . Three situational components determine the favourableness of situational control: </P> <Ol> <Li> Leader - Member Relations, referring to the degree of mutual trust, respect and confidence between the leader and the subordinates . When leader - member relations in the group are poor, the leader has to shift focus away from the group task in order to regulate behavior and conflict within the group (Forsyth, 2006). </Li> <Li> Task Structure, referring to the extent to which group tasks are clear and structured . When task structure is low (unstructured), group tasks are ambiguous, with no clear solution or correct approach to complete the goal . In contrast, when task structure is high (structured), the group goal is clear, unambiguous and straightforward: members have a clear idea about the how to approach and reach the goal (Forsyth, 2006). </Li> <Li> Leader Position Power, referring to the power inherent in the leader's position itself . </Li> </Ol> <Li> Leader - Member Relations, referring to the degree of mutual trust, respect and confidence between the leader and the subordinates . When leader - member relations in the group are poor, the leader has to shift focus away from the group task in order to regulate behavior and conflict within the group (Forsyth, 2006). </Li> <Li> Task Structure, referring to the extent to which group tasks are clear and structured . When task structure is low (unstructured), group tasks are ambiguous, with no clear solution or correct approach to complete the goal . In contrast, when task structure is high (structured), the group goal is clear, unambiguous and straightforward: members have a clear idea about the how to approach and reach the goal (Forsyth, 2006). </Li>

The lpc theory of leadership was developed by