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Path Goal Theory of Leadership

Path Goal Leadership

Tom Giberson

on 9 October 2014

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Transcript of Path Goal Theory of Leadership

Path Goal Theory of Leadership
How leaders motivate subordinates to accomplish designated goals
Emphasizes relationship between:
leader’s style
subordinate characteristics
Enhance employee
Performance by focusing on Motivation
Motivational Principles
Based upon Expectancy Theory of Motivation
E x I x V = Motivation
Can I perform the task with my current skills and experience?
If I successfully perform, will performance lead to an outcome?
Do I value the outcome?
"product" = "amount" of motivation
Use a Leadership Style that best meets subordinates’ motivational needs
choose behaviors that complement or supplement what is missing in the work setting
enhance goal attainment by providing information or rewards
provide subordinates with the elements they need to reach their goals
It increases the number and kinds of payoffs subordinates receive from their work
Makes the path to the goal clear and easy to travel through with coaching and direction
Removes obstacles and roadblocks to attaining the goal
Makes the work itself more personally satisfying
Leadership Creates Motivation When:
How it Works
Directive Leadership
Leader who gives subordinates task instruction including:
What is expected of them
How task is to be done
Timeline for task completion
Clear standards of performance
Clear rules & regulations
Supportive Leadership
Leader who is friendly and approachable:
Attending to well-being & human needs of subordinates
Using supportive behavior to make work environment pleasant
Treating subordinates as equals & give them respect for their status
Participative Leadership
Leader who invites subordinates to share in the decision-making:
Consults with subordinates
Seeks their ideas & opinions
Integrates their input into group/organizational decisions
Achievement Oriented Leadership
Leader who challenges subordinates to perform work at the highest level possible:
Establishes a high standard of excellence for subordinates
Seeks continuous improvement
Demonstrates a high degree of confidence in subordinates’ ability to establish & achieve challenging goals
Leader Behaviors
Strong need for affiliation
Friendly and concerned leadership is a source of satisfaction
Use Supportive Leadership

Preference for Structure
Dogmatic & authoritarian
Leadership provides psychological structure, task clarity & greater sense of certainty in work setting
Use Directive Leadership
Subordinate Characteristics
Desire for Control
Internal locus of control
Leadership that allows subordinates to feel in charge of their work & makes them an integral part of the decision-making process
Use Participative Leadership

External locus of control
Leadership that parallels subordinates feelings that outside forces control their circumstances
Use Directive Leadership
Perception of their own ability – specific task
As perception of ability and competence goes up, need for highly directive leadership goes down.
Directive leadership may become redundant, possibly excessively controlling
Unclear and ambiguous - Leader needs to provide structure
Highly repetitive - Leader needs to provide support to maintain subordinate motivation
Weak formal authority - If formal authority system is weak, the leader needs to assist subordinates by making rules and work requirements clear
Nonsupportive/weak group norms - Leader needs to help build cohesiveness and role responsibility
Task Characteristics
Anything in the work setting that gets in the way of subordinates
They create excessive uncertainties, frustrations, or threats for subordinates
Leader’s responsibility is to help subordinates by –
Removing the obstacles
Helping subordinates around them
Assisting with obstacles will increase
Subordinates’ expectations to complete the task
Their sense of job satisfaction
Full transcript