1. Path Goal Theory Leadership Jim Spee Spring 2003

2. Sources Evans (1970) House (1971) House and Dessler (1974) House and Mitchell (1974)

3. Path Goal Theory Leader style Characteristics of subordinates Work setting Linked to expectancy theory of motivation

4. Expectancy Theory Expectancy that effort will result in performance Expectancy that performance will result in outcome Belief that outcome is worthwhile

5. Path Goal Leadership SubordinatesGoals Path Obstacle Path-Goal Leadership Defines goals Clarifies path Removes obstacles Provides support

6. Major Components Leader Behaviors Directive Supportive Participative Achievement Oriented Subordinate Characteristics Task Characteristics Motivation Subordinates Goals (Productivity)

7. Leader Behaviors Directive Supportive Participative Achievement Oriented Work facilitation Group oriented decision process Work-group representation/networking Value-based leader behavior

8. Directive Initiating Structure “Telling” Gives clear instructions Time line How to do what is expected Clear standards of performance Makes rules and regulations

9. Supportive Consideration behavior Friendly Approachable Attends to well being of subordinates Treats subordinates as equals Respect for status of subordinates

10. Participative Shared decision making Consults with subordinates Obtains ideas and opinions Integrates suggestions into decision

11. Achievement Oriented Challenges subordinates to perform at highest level possible Establishes high standards for excellence Seeks continuous improvement High confidence in subordinates

12. Subordinate characteristics Need for affiliation Uncertainty Need for control Locus of control Internal vs External

13. Task Characteristics Design of task Formal authority system-weak or strong Primary work group Subordinate motivation Strength of group norms Clarity Ambiguity

14. Strengths Useful for understanding leader behavior and subordinate satisfaction link. Specifies four distinct leadership patterns Situational/contingency model Integrates expectancy theory with leadership Practical

15. Weaknesses Complex Too many aspects of leadership Only partial empirical support Weak explanation of links between motivation and leader behavior Assume one-way event: leader to subordinate.

16. Thin Red Line Example Captain Staros Lt. Colonel Tall