Craig's peers were surprised when he received a promotion and suddenly became their supervisor. They thought he was rather unreliable and weren't sure he was up to the task. According to the contingency model, Craig has
A. poor leader-member relations.
B. weak position power.
C. poor worker facilitation.
D. low task structure.
E. unsuccessful leadership adaptation.
A. poor leader-member relations.
The leader-member relations dimension of the contingency model, the most important component of situational control, reflects the extent to which a leader has or doesn't have the support, loyalty, and trust of the work group.
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