Path Goal TheoryPath Goal Theory

LeadershipLeadershipJim SpeeJim Spee

Spring 2003Spring 2003

SourcesSources

Evans (1970)Evans (1970)

House (1971)House (1971)

House and Dessler (1974)House and Dessler (1974)

House and Mitchell (1974)House and Mitchell (1974)

Path Goal TheoryPath Goal Theory

Leader styleLeader style

Characteristics of subordinatesCharacteristics of subordinates

Work settingWork setting

Linked to expectancy theory of motivationLinked to expectancy theory of motivation

Expectancy TheoryExpectancy Theory

Expectancy that effort will result in Expectancy that effort will result in performanceperformance

Expectancy that performance will result in Expectancy that performance will result in outcomeoutcome

Belief that outcome is worthwhileBelief that outcome is worthwhile

Path Goal LeadershipPath Goal Leadership

Subordinates GoalsPath

Obstacle

Path-Goal Leadership•Defines goals•Clarifies path•Removes obstacles•Provides support

Major ComponentsMajor ComponentsLeader Behaviors

DirectiveSupportive

ParticipativeAchievement Oriented

Subordinate Characteristics

Task Characteristics

MotivationSubordinatesGoals

(Productivity)

Leader Behaviors

DirectiveSupportiveParticipativeAchievement OrientedWork facilitationGroup oriented decision processWork-group representation/networkingValue-based leader behavior

Directive

Initiating Structure

“Telling”

Gives clear instructions

Time line

How to do what is expected

Clear standards of performance

Makes rules and regulations

Supportive

Consideration behavior

Friendly

Approachable

Attends to well being of subordinates

Treats subordinates as equals

Respect for status of subordinates

Participative

Shared decision making

Consults with subordinates

Obtains ideas and opinions

Integrates suggestions into decision

Achievement Oriented

Challenges subordinates to perform at highest level possible

Establishes high standards for excellence

Seeks continuous improvement

High confidence in subordinates

Subordinate characteristics

Need for affiliation

Uncertainty

Need for control

Locus of control Internal vs External

Task Characteristics

Design of task

Formal authority system-weak or strong

Primary work group

Subordinate motivation

Strength of group norms

Clarity

Ambiguity

Strengths

Useful for understanding leader behavior Useful for understanding leader behavior and subordinate satisfaction link.and subordinate satisfaction link.

Specifies four distinct leadership patternsSpecifies four distinct leadership patterns

Situational/contingency modelSituational/contingency model

Integrates expectancy theory with Integrates expectancy theory with leadershipleadership

PracticalPractical

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.

Thin Red Line Example

Captain StarosCaptain Staros

Lt. Colonel TallLt. Colonel Tall