<Tr> <Td> Hostile </Td> <Td> 1 2 3 4 5 6 7 8 </Td> <Td> Supportive </Td> </Tr> <Tr> <Td>... </Td> <Td> 1 2 3 4 5 6 7 8 </Td> <Td>... </Td> </Tr> <Tr> <Td> Guarded </Td> <Td> 1 2 3 4 5 6 7 8 </Td> <Td> Open </Td> </Tr> <P> A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation". Fiedler assumes that everybody's least preferred coworker in fact is on average about equally unpleasant . But people who are indeed relationship motivated, tend to describe their least preferred coworkers in a more positive manner, e.g., more pleasant and more efficient . Therefore, they receive higher LPC scores . People who are task motivated, on the other hand, tend to rate their least preferred coworkers in a more negative manner . Therefore, they receive lower LPC scores . So, the Least Preferred Coworker (LPC) scale is actually not about the least preferred worker at all, instead, it is about the person who takes the test; it is about that person's motivation type . This is so, because, individuals who rate their least preferred coworker in relatively favorable light on these scales derive satisfaction out of interpersonal relationship, and those who rate the coworker in a relatively unfavorable light get satisfaction out of successful task performance . This method reveals an individual's emotional reaction to people they cannot work with . Critics point out that this is not always an accurate measurement of leadership effectiveness . </P>

In fiedler's contingency leadership model the amount of influence