Reference no: EM133308451

Hector is being considered for a leadership position in an architectural firm. As part of the hiring process, Hector completed the Least-Preferred Co-Worker Scale and received a low LPC score, which indicated that he is a task-oriented leader. However, Hector also seems to have reasonable interpersonal skills and seems capable of establishing and maintaining moderately good relationships with others, including subordinates. The position that Hector may assume provides moderate position power. Tasks are clearly structured, with each architect who works under the position's authority assigned to develop blueprints for buildings with very specific requirements.

Hector is offered the position but is hesitant to accept it. He is concerned about whether his leadership style is suited for the situation. The board of directors for the firm assure him that he will do well in the position.

1. Based on the LPC contingency model, which octant does Hector's leadership style match?

2. Based on this match, why does the board think Hector's leadership style is a good fit for the position?

3. Considering Hector's LPC score, what are likely to be his strengths as a leader in this position? What about his weaknesses?

4. What advice would you offer to Hector regarding his new position?