The path-goal model Leadership behavioral styles Follower goals Organizational Behavior 2/15/2018 The path-goal model Leadership behavioral styles Directive Supportive Participative Achievement oriented Follower path perceptions Effort-performance-reward linkage Follower goals Satisfaction Rewards Benefits Follower characteristics Task ability Need for achievement Experience Need for clarity Locus of control Workplace characteristics Task structure Work group Authority system

Path Goal Theory Conclusions Organizational Behavior 2/15/2018 Path Goal Theory Conclusions Leaders might have to tailor their behavior to the needs, abilities, and personalities of individual employees. Effective leaders should take advantage of the motivating and satisfying aspects of jobs while offsetting or compensating for those job aspects that de-motivate or dissatisfy.

Hersey & Blanchard’s situational leadership model Organizational Behavior 2/15/2018 Hersey & Blanchard’s situational leadership model Rejected the idea that there is one ideal leadership style, since research showed that productive and satisfied groups exists in relation to all kinds of managerial behaviour The more a manager adapts his leadership style to the actual situation and the needs of the employees, the more effective will he/she be in achieving personal and organizational goals Two dimensions of leader behavior: task and/or relationship orientation.

Hersey & Blanchard’s situational leadership model (cont’d) Organizational Behavior 2/15/2018 Hersey & Blanchard’s situational leadership model (cont’d) 4 basic leadership styles Whether a leadership style is going to be effective, depends on the relative task readiness of the leader’s subordinates Task readiness (or maturity) is defined in relation to a given task, that the individual/group is facing both a reference to job maturity (technical ability) and psychological maturity (confidence, and the ability to set high goals and take responsibility) The greater maturity, the greater the need for a employee-oriented and participative leadership style.

Hersey & Blanchard’s situational leadership model III Organizational Behavior 2/15/2018 Hersey & Blanchard’s situational leadership model III Readiness is defined in terms of subordinates: Level of achievement motivation Willingness and ability to assume responsibility Task-relevant education and experience A leadership pattern can emerge (or be developed over time)

Hersey & Blanchard’s situational leadership model (cont’d) Organizational Behavior 2/15/2018 Hersey & Blanchard’s situational leadership model (cont’d) The basics of the theory: If the task readiness is low, the manager should focus on the task and focus less on the employees, in order to help the group achieve some succes and begin to learn As the task readiness increases, the manager should reduce his focus on the task and increase focus on the employee behaviour in order to help the group grow As the readiness continues to increase, the manager should reduce both task- and relational behaviour, because the group is developing confidence and the ability to work on its own As the group achieves top readiness, the manager can continue to reduce task- as relational behaviour, and can delegate all tasks to the group and expect them to be solved.

Criticism of leadership theories Organizational Behavior 2/15/2018 Criticism of leadership theories Trait theories Too simplistic Inconsistent evidence Behavioral theories ’One best style’ not always the best Lack of focus on situational aspects Contingency theories Assumption of homogeneous employees Can managers change their style?