Chemers M M, Rice R W, Sundstrom E, Butler W M
J Pers Soc Psychol. 1975 Mar;31(3):401-9. doi: 10.1037/h0076473.
A laboratory experiment supported Fiedler's Contingency Model analysis of leadership training. The effect of leadership training on group performance was contingent on leadership style, that is, the leader's relation to his least preferred co-worker (LPC). Training improved the performance of high LPC leaders, but was detrimental to the performance of groups with low LPC leaders. High intelligence leaders profited more from training than low intelligence leaders, but low intelligence leaders were more productive overall. Leader LPC times Intelligence interactions indicated that follower satisfaction and interpersonal affect were highest for groups with high LPC-low intelligence leaders or low LPC-high intelligence leaders. Implications for contingency theories of leadership are discussed.
一项实验室实验支持了费德勒权变模型对领导力培训的分析。领导力培训对团队绩效的影响取决于领导风格，也就是说，领导者与其最不喜欢的同事（LPC）的关系。培训提高了高LPC领导者的绩效，但对低LPC领导者所在团队的绩效有不利影响。高智商领导者比低智商领导者从培训中获益更多，但低智商领导者总体上生产率更高。领导者LPC与智商的交互作用表明，对于高LPC-低智商领导者或低LPC-高智商领导者所在的团队，追随者满意度和人际影响最高。文中讨论了对领导力权变理论的启示。
