• Considering Fiedler's situational leadership model, how does the interplay between task-motivated (low-LPC) and relationship-motivated (high-LPC) leaders, such as Tom and Brenda, evolve in unfavorable, moderately favorable, and highly favorable situations? What implications does this have for group effectiveness in each scenario?
• Critically analyze Fiedler's assertion that in unfavorable situations, task behavior is more conducive to group effectiveness, while in moderately favorable situations, relationship behavior becomes paramount. What empirical evidence or real-world examples can be examined to validate or challenge these propositions in different organizational contexts, such as hospitality?
• Explore the complexity of Fiedler's model in highly favorable situations, where leaders switch to satisfying their secondary motivations. How does this dynamic affect leadership behavior, and what challenges or advantages might arise from leaders manifesting their secondary motivations, as seen in the example of Tom and Brenda in highly favorable situations?