Path-Goal Theory of Leadership. The Path-Goal Theory of Leadership is a model which proposes that a leader should change their leadership style depending on their situation. At it’s most basic, the leader will adopt a style (path) based on their situation with the aim of achieving an objective (goal).
The Path-Goal theory differs from Situational Leadership by stating that you should adapt your style based on the motivational needs of your team. » It provides a framework for leaders to understand how their style influences the motivation of their subordinates. » It’s unique in that it links motivational theory to leadership.
According to Path-Goal theory, at any given time for a particular situation, one or more of these styles will be the one that most motivates a subordinate. That is, under certain circumstances, it may be best to use more than one of these styles at the same time.
What style should the leader choose depends on two of the situational variables identified by the theory; Subordinates’ characteristics and Path-Goal Theory: Environmental characteristics of the workplace.
There are four leadership styles that the path-goal theory uses to help employees grow. They are achievement-oriented leadership, directive leadership, participative leadership, and supportive leadership .
Path–goal theory suggests that it is important for leaders to provide coaching, guidance, and direction for followers, to help followers define and clarify goals, and to help followers around obstacles as they attempt to reach their goals.
Path-Goal Theory is a leadership approach where the leader clearly identifies goals and the path to reach them. The leader uses directive, supportive, participative, and achievement-oriented leadership behaviors to motivate, guide, and remove obstacles, depending on the employee and environmental factors.
The Path-Goal model is a theory based on specifying a leader's style or behavior that best fits the employee and work environment in order to achieve a goal (House, Mitchell, 1974). The goal is to increase your employees' motivation, empowerment, and satisfaction so they become productive members of the organization.
In the Path-Goal leadership, the leader consults with his subordinates before making decisions and seeks their ideas and opinions; This leads to an increase in confidence in the team. With such characteristic, the leader will be considered a 'participative leader. '
Robert House believed the main role of a leader is to motivate his followers by increasing or clarifying the personal benefits of striving for and reaching the group's goal and clarifying and clearing a path to achieving the group's goals. His theory matched ways of behaving to sets of circumstances.
The theory proposes two factors influencing a leader's behavior: Environmental factors (for example, workplace culture, timelines and resources) Team characteristics (control, experience and perceived ability)
Directive leadership is detrimental when employees are skilled and experienced, because it introduces too much supervisory control.
Robert HouseIn 1971, Robert House introduced his version of a contingent theory of leadership known as the Path-Goal theory. According to House's theory, leaders' behavior is contingent upon the satisfaction, motivation, and performance of their subordinates.
Terms in this set (71) Which Path-Goal leadership behavior does a leader who motivates followers to constantly progress represent? change.
Advantages of the theory include: » It provides a framework for leaders to understand how their style influences the motivation of their subordinates. » It’s unique in that it links motivational theory to leadership. » It highlights that the role of leaders is to guide and help their subordinates achieve.
The Path-Goal theory differs from Situational Leadership by stating that you should adapt your style based on the motivational needs of your team.
How well your leadership style works will depend on your subordinates. Essentially, the effectiveness of each leadership style will be contingent on the characteristics of your subordinates (and the types of tasks they need to perform).
Directive leaders tell their subordinate precisely what they want them to, how they should do it, and the deadline for completing the task.
The key to understanding the environment is to realize that according to Path-Goal theory leaders shouldn’t duplicate and environmental factors that are already present in the organization. So, for example, if formal authority systems are robust and rigid, then managers should avoid a directive leadership style.
Upon speaking with Bob, you realize that Bob’s lack of performance is because his motivation levels are low.
Supportive leaders create a warm and friendly environment and show concern for their subordinate. These leaders are friendly and approachable and do their best to make work pleasant for their followers.
The term ‘path-goal’ denotes that a leader must illuminate the path to the goal and explain how to make the journey successfully to the followers .
Path-goal theory of leadership indicates that a leader is in charge of clarifying the subordinates about the actions and behavior; which if followed, will lead to goal attainment. This theory suggests that the various styles which can be and are used by the same leader in different situations;
Directive leadership gives greater satisfaction for ambiguous or stressful tasks when they are highly structured and well laid out. However; it is likely to be perceived as redundant among employees with high ability or considerable experience.
A directive leader lets subordinates know what is expected of them, gives guidance and direction, and schedules work according to the expectation.
What style should the leader choose depends on two of the situational variables identified by the theory; Subordinates’ characteristics and
Achievement Oriented Leadership. An Achievement oriented leader sets challenging goals and expects subordinates to perform at high levels. Encouraging subordinates and showing confidence in subordinates’ abilities is necessary for him. Leaders can change their style or behavior for meeting the demand of situations.
Also if the employees’ number is large, it may slow down the decision-making system and therefore the production and performance.