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another, relations will remain bad. Good relations are assumed to be favourable and b: ° Task-structure: Task-structure is the degree to which the group's task is clearly d routine, essily understood, end unambiguous and when the group has standard d relations unfavorable. ifthe task structure is high, the leader wil not * Position-power: Position-power is the power vested in the positid has the power to assign work, administer rewards and punish demotion, position-power is assumed to be strong. If the leader power is weak, From the leaders point of view, strong position p unfavorable. Fieider and his associates conducted various studies high! the leadership and group effectiveness or not. When the situation includes good relations, high structure trong power, @ tisk-oriented leader to He most effective. However. when retations are good but task structure is oriented leader is considered to be most effective * A final point about LPC theory Is that, Fiekier argues that any parpi inflexible and cannot be changed. In other words Powers, the position- ip, which ts measured ge his behavior to fit a t LPC measure lacks validity and that the assumption about the inflexibility of the leader (a) The Path-Goal theory The path-goal model of leadership was introduced by Martin Evans and|R jeader can motivate subordinates by influencing thek expectations. Leaft clear what they have to do to get the reward they desire. The path-goat style or behavior to meet the demands of a particular situation. This directive, supportive, participative and achievement-oriented. According behavior to include any four kinds of leadership behavior mentioned ab: sub-ordinates, the leader may be directive in giving guidance and ins! behavior to encourage group cohesiveness, to look after their needs benefits. As the group becomes more familiar with the task and as rv leader may use participative behavior by which he can participate with o| suggestions as well. Finally, the leader may use achievement-orienied performance of sub-ordinates. Environmental characteristics are factors, which am beyond t structure, the primary work group and the formal authority system. Fo! leadership is less effective than when structure is low. Sub-ordinates do them how to do a routine job, According to the path-goal theory, these en create uncertainty for employees. A leader who helps employees reduce such uncertainty can nlotifate them. The fidure 14.1 shows the path goa model of leadership. 
