1. ADM 612 - Leadership Lecture 7 – Path-Goal Theory

2. Introduction Path-goal theory is about how leaders motivate subordinates to accomplish designated goals. Evans (1970), House (1971), House and Dessler (1974), House and Mitchell (1974). Path-goal theory emphasizes the relationship between the leader’s style and the characteristics of the subordinates and the work setting. Path-goal theory is about how leaders motivate subordinates to accomplish designated goals. Evans (1970), House (1971), House and Dessler (1974), House and Mitchell (1974). Path-goal theory emphasizes the relationship between the leader’s style and the characteristics of the subordinates and the work setting.

3. Introduction Leadership generates motivations when it increases the number and kinds of payoffs that subordinates receive for their work. Defines goals. Clarifies path to the goals. Removes obstacles and roadblocks. Makes work more personally satisfying. Leadership generates motivations when it increases the number and kinds of payoffs that subordinates receive for their work. Defines goals. Clarifies path to the goals. Removes obstacles and roadblocks. Makes work more personally satisfying.

4. Path-Goal Leadership

5. Major Components of Path-Goal Theory

6. Leader Behaviors Directive leadership. –Task-oriented, expectations, techniques, timeline, standards of performance. Supportive leadership. –Friendliness, approachability, empathy, needs-oriented, equality, respect. Directive leadership. –Task-oriented, expectations, techniques, timeline, standards of performance. Supportive leadership. –Friendliness, approachability, empathy, needs-oriented, equality, respect.

7. Leader Behaviors Participative leadership. –Sharing, consultation, advice-seeking, integration. Achievement-oriented leadership. –Challenging, high standard of excellence, confidence in subordinates’ abilities. Participative leadership. –Sharing, consultation, advice-seeking, integration. Achievement-oriented leadership. –Challenging, high standard of excellence, confidence in subordinates’ abilities.

8. Leader Behaviors Styles will vary depending on subordinates and situations. Assumes subordinates will adapt styles to circumstances. Styles will vary depending on subordinates and situations. Assumes subordinates will adapt styles to circumstances.

9. Subordinate Characteristics Characteristics: –Needs for affiliation, –Preference for structure –Desires for control, –Self-perceived level of task ability. Characteristics: –Needs for affiliation, –Preference for structure –Desires for control, –Self-perceived level of task ability.

10. Subordinate Characteristics Patterns –Needs affiliation requires supportive leadership. –Dogmatic and authoritarian subordinates with an ambiguous task require directive leadership. –Internal locus of control requires participative leadership. –External locus of control requires directive leadership. –As subordinate’s confidence in their own skills goes up, the need for directive leadership goes down. Patterns –Needs affiliation requires supportive leadership. –Dogmatic and authoritarian subordinates with an ambiguous task require directive leadership. –Internal locus of control requires participative leadership. –External locus of control requires directive leadership. –As subordinate’s confidence in their own skills goes up, the need for directive leadership goes down.

11. Task Characteristics Components. –Design of task. –Formal authority system. –Primary work group norms. Structured task, strong norms, established authority: leadership becomes redundant and overbearing. Components. –Design of task. –Formal authority system. –Primary work group norms. Structured task, strong norms, established authority: leadership becomes redundant and overbearing.

12. Task Characteristics Unclear and ambiguous tasks: leadership provides structure. Repetitive tasks: leadership should provide support. Unclear and ambiguous tasks: leadership provides structure. Repetitive tasks: leadership should provide support.

13. Task Characteristics Weak authority: leadership should provide rules and work requirements. Weak norms: leadership provides cohesiveness and role responsibility. Weak authority: leadership should provide rules and work requirements. Weak norms: leadership provides cohesiveness and role responsibility.

14. Task Characteristics Obstacles create excessive uncertainties, frustrations or threats. Leadership should remove obstacles or enable subordinates to circumvent them. Obstacles create excessive uncertainties, frustrations or threats. Leadership should remove obstacles or enable subordinates to circumvent them.

15. How Does the Path- Goal Model Work?

16. Strengths Links leadership behaviors to subordinate satisfaction and work performance. Develops four distinct types of leadership. Integrates subordinate motivation into leadership theory. Model is practical. Links leadership behaviors to subordinate satisfaction and work performance. Develops four distinct types of leadership. Integrates subordinate motivation into leadership theory. Model is practical.

17. Criticisms Complexity makes interpretation and application difficult. Only partial empirical support. Does not really explain link between leadership behavior and motivation. Puts more burden on leader than follower. Complexity makes interpretation and application difficult. Only partial empirical support. Does not really explain link between leadership behavior and motivation. Puts more burden on leader than follower.

18. Application Not many management training programs. But provides a general set of recommendations for how leaders should act in various situations. Not many management training programs. But provides a general set of recommendations for how leaders should act in various situations.

19. Applications Complex tasks – directive. Dull tasks – supportive. Subordinates need control – participative. Subordinates need to excel – achievement-oriented. Complex tasks – directive. Dull tasks – supportive. Subordinates need control – participative. Subordinates need to excel – achievement-oriented.

20. Applications Applies to all levels and tasks in an organization. To apply, assess subordinates and tasks and choose an appropriate style to match characteristics. Model reminds leaders that their central purpose is to help subordinates define their goals and achieve them efficiently. Applies to all levels and tasks in an organization. To apply, assess subordinates and tasks and choose an appropriate style to match characteristics. Model reminds leaders that their central purpose is to help subordinates define their goals and achieve them efficiently.