Path Goal Theory
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Path Goal Theory
description
slide present ideas regarding “charismatic” leadership, more of a personality approach. Examples of charismatic leaders are easy to elicit from students, although there may be disagreements between them, as not everyone follows the same charismatic leaders.Need for powerImpression managementSelf-sacrifice toward organizationInnovative or unorthodox actionsIdeals, values, lofty goalsHigh expectations for followersModels desired behaviorsInspires followersStrong belief in own ideasHigh level of self-confidence
Transcript of Path Goal Theory
Path goal theory
Path Goal Theory2
Path-Goal TheoryPath-Goal Theory
A leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment.
23Basic Assumptions of Path-Goal TheoryAdapted From Figure 14.9Clarify paths to goalsClear paths to goals by solving problems and removing roadblocksIncrease the number and kinds of rewardsavailable for goal attainmentDo things that satisfy followers today or will lead to future rewards or satisfactionOffer followers something unique and valuablebeyond what theyre experiencing3Leader Roles in the Path-Goal Theory
Fourfold classification of leader behaviors:
Supportive leadership involves leader behavior that shows concern for subordinates well-being and personal needs. This is similar to the consideration leadership.
Directive leadership occurs when the leader tells subordinates exactly what they are supposed to do. This is similar to the initiating-structure leadership.
Participative leadership the leader consults with his/her subordinates about decisions.
Achievement-oriented leadership occurs when the leader sets clear and challenging goals for subordinates.Subordinate characteristics
Need for affiliation:Preferences for structureLocus for controlSelf-perceived level of task ability
Task Characteristic
Include such factors:Degree of task structure the extent task are well-defined and have explicit descriptions and work procedures.Nature of formal authority system the amount of legitimate power used by managers and the extent to which policies and rules constrain employees behavior.The work group the educational level of subordinates and the quality of relationships among them.8Path-Goal TheoryAdapted From Figure 14.10Subordinate ContingenciesPerceived AbilityLocus of ControlExperience
Environmental ContingenciesTask StructureFormal Authority SystemPrimary Work Group
OutcomesSubordinate satisfactionSubordinate performance
Leadership StylesDirectiveSupportiveParticipativeAchievement-Oriented
8Directive LeadershipDogmaticAuthoritarianSupportive LeadershipUnsatisfiedNeed affiliationParticipativeAchievement orientedAutonomousNeed for controlNeed for clarityHigh expectationNeed to excelAmbiguousUnclear rulesComplexRepetitiveUnchallengingMundaneAmbiguousUnclearUnstructuredAmbiguousChallengingComplexLeadershipGroup MemberTask Characteristic10Path Goal Theory:When to Use Leadership Styles
Adapted from Exhibit 14.1110Path-Goal Situations & Preferred Leader Behavior
ImplicationsLeader need to chose a style that best fits the needs of subordinates and the task they are doing
Directive style best fits where subordinate are dogmatic and authoritarian, the task are ambiguous , and rules are unclear.Supportive style best fits where subordinate are need affiliation and the task are repetitive and unchallenging.Participative style is best when task are ambiguous and subordinate are autonomous and have strong need for controlAchievement oriented style best fits where subordinate have high expectation and task are unambiguous.
Strength
Framework for understanding how leadership behavior affects subordinates satisfaction and work performance.Attempts to integrate the motivation principles of expectancy into a theory of leadershipEmphasize on the fact that leadership role is to guide and coach subordinates
Criticism
Complex to understand and implement.Not enough support from other researchersFails to explain relationship between leadership behavior and worker motivationPromotes too much dependency on leader
Directive LeadershipSupportive Leadership
Unstructured tasks
Inexperienced workers
Workers with low perceived ability
Workers with external locus of control
Unclear formal authority system
Structured, simple, repetitive tasks
Stressful, frustrating tasks
When workers lack confidence
Clear formal authority system
Participative LeadershipAchievement-Oriented Leadership
Experienced workers
Workers with high perceived ability
Workers with internal locus of control
Workers not satisfied with rewards
Complex tasks Unchallenging tasks
