Leader orientation and organizational transience: An investigation using Fiedler's LPC Scale

Abstract

In spite of the increased interest in the role of situational factors as moderators of leader orientation‐performance relationships, the possible role of organizational transience as a mediating variable has been ignored. The authors used Fiedler's Least Preferred Co‐worker (LPC) Scale in a study of 39 construction site managers. It was found that these managers have a stronger task orientation than other occupational groups who are typically located in relatively permanent organizations. The degree of transience of construction sites (i.e. the length of projects) moderated the LPC‐performance relationship.