1. 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

2. 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.

3. 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.

4. 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.

5. 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)

6. 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.

7. 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?