The Contingency Model and the Functioning of Military Squads.
WASHINGTON UNIV SEATTLE DEPT OF PSYCHOLOGY
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The study investigated the joint effects of the squad leaders esteem for his least preferred coworker leader LPC, the mean LPC of the squad members member LPC, and intergroup competition on the adjustment, interpersonal relations, and task performance effectiveness of combat engineer training squads. The results showed that squads with high LPC members made more frequent within-squad sociometric choices and had greater esteem for the squad leader than did low LPC squads. Leader LPC and intergroup competition interacted to affect adjustment and task effectiveness in that squads with high LPC leaders were superior in the noncompetitive condition, whereas squads with low LPC leaders were superior in the competitive condition and leader and member LPC interacted to the extent that squads with low LPC leaders and members tended to have poor interpersonal relations and low squad cohesiveness. These findings provide support for Fiedlers 1967 contingency model of leadership which postulates that the effectiveness of high or low LPC leaders in promoting and adjustment and performance of their groups varies with the nature of the group-task situation. Author