We discussed the LPC theory, which suggests that a leader's effectiveness depends on the situation; when a situation that has low position power, high task structure, and good leader–the member relations is
present, a leader with a high LPC score (someone who is relationship-oriented) will be more effective. Conversely, when a situation has high position power, low task structure, and poor leader-member relations, a leader with a low LPC score (someone who is task-oriented) will be more effective.
Overall, the LPC theory highlights the importance of matching a leader's style to the situational demands. It suggests that there is no one-size-fits-all approach to leadership and that effective leaders adapt their behavior according to the specific circumstances they face. This theory has been widely studied and has had a significant impact on leadership research and development.