ABSTRACT
This chapter outlines management strategies which would result in better utilization of leaders and their groups. The limitations of space obviously preclude an extensive discussion of these strategies, or an in-depth analysis of the implications which the contingency model has for various other leader utilization problems. According to the model, leaders are classified on the basis of the Least Preferred Co-worker (LPC) score. This LPC score is obtained by first asking an individual to think of all persons with whom he has ever worked, and then to describe the one person in his life with whom he has been able to work least well. The research based on the contingency model has consistently shown that the task-motivated leaders perform best in very favourable, or in unfavourable situations while the relationship-motivated leaders tend to perform best in situations which are moderately favourable.
