session10 ld11 pathgoal theory of leadership

7/29/2019 Session10 LD11 PathGoal Theory of Leadership

1/28

Leadership

Session 10 Path-Goal Theory


2/28

Path-Goal Theory Perspective

Conditions of Leadership Motivation

Leader Behaviors & Subordinate

Characteristics

Task Characteristics

How Does the PGT Approach Work?

Overview


3/28

Path-Goal Theory (House, 1971)

Description

Path-goal theory centers on how leadersmotivate subordinates to accomplishdesignated goals

Emphasizes the relationship betweenthe leaders style

the characteristics of the subordinates

the work setting

Definition


4/28

Path-Goal Theory (House, 1971)Description

Goal -To enhance employee performance andsatisfaction by focusing on employee

motivation

Motivational Principles(based on ExpectancyTheory)- Subordinates will be motivated if

they believe: they are capable of performing their work

that their efforts will result in a certain outcome

that the payoffs for doing their work are worthwhile

Perspective


5/28

Challenge to Leader

Use a Leadership Style that best meetssubordinates motivational needs choose behaviors that complement or

supplement what is missing in the work setting

enhance goal attainment by providing

information or rewards provide subordinates with the elements they

need to reach their goals


6/28

Conditions of Leadership Motivation

It increases thenumberandkinds

of payoffs subordinates receive

from their workMakes the path to the goalclear

and easy to travel through with

coachingand direction

Removesobstaclesandroadblocks to attaining the goal

Makes the work itself more

personally satisfying

Leadership generates motivation when:


7/28

Basic Idea


8/28

Path-Goal Theory


9/28

Leader Behaviors

Directive Leadership

Leader who gives subordinates task

instruction including: What is expected of them

How task is to be done

Timeline for task completion Clear standards of performance

Clear rules & regulations


10/28

Leader Behaviors

Supportive Leadership

Leader who is friendly and approachable:Attending to well-being & human needs of

subordinates

Using supportive behavior to make work

environment pleasant Treating subordinates as equals & give them

respect for their status


11/28

Leader Behaviors

Participative Leadership

Leader who invites subordinates to share

in the decision-making:

Consults with subordinates

Seeks their ideas & opinions

Integrates their input into

group/organizational decisions


12/28

Leader Behaviors

Achievement Oriented Leadership

Leader who challenges subordinates to

perform work at the highest level possible: Establishes a high standard of excellence for

subordinates

Seeks continuous improvement

Demonstrates a high degree of confidence in

subordinates ability to establish & achieve

challenging goals


13/28

Subordinate Characteristics

Strong need for affiliation

Friendly and concerned leadership is a sourceof satisfaction

Supportive Leadership

Preference for Structure

Dogmatic & authoritarian

Leadership provides psychological structure, taskclarity & greater sense of certainty in work setting



14/28


Desire for Control

Internal locus of control

Leadership that allows subordinates to feel in

charge of their work & makes them an integral part

of the decision-making process

Participative Leadership

External locus of control Leadership that parallels subordinates feelings that

outside forces control their circumstances



15/28


Perception of their own abilityspecific task

As perception of ability and competence

goes up, need for highly directive

leadership goes down.

Directive leadership may becomeredundant, possibly excessively controlling


16/28


Components

Task Characteristics:

Design of subordinates task

Organizations formal authority system

Primary work group of subordinates


17/28


Unclear and ambiguous -Leader needs toprovide structure

Highly repetitive - Leader needs to providesupport to maintain subordinate motivation

Weak formal authority- If formal authoritysystem is weak, the leader needs to assistsubordinates by making rules and work

requirements clear

Nonsupportive/weak group norms- Leaderneeds to help build cohesiveness and roleresponsibility

Task Situations Requiring Leader Involvement


18/28


ObstaclesAnything in the work setting that gets in the

way of subordinates They create excessive uncertainties, frustrations,

or threats for subordinates

Leaders responsibility is to helpsubordinates by Removing the obstacles

Helping subordinates around them

Assisting with obstacles will increase Subordinates expectations to complete the task

Their sense of job satisfaction


19/28

How Does the Path-GoalTheory Approach Work?

Focus of Path-Goal Theory

Strengths

Criticisms

Application


20/28

How Does Path-Goal Theory Work?

The leaders job is to help subordinates reachtheir goals by directing, guiding, and coaching

them along the way

Leaders must evaluate task and subordinate

characteristics and adapt leadership style to

these

The theory suggests which style is most

appropriate for specific characteristics


21/28

Path-Goal Theory Approach

Path-goal theory is a

complex but alsopragmatic approach

Leaders should choosea leadership style that

best fits the needs ofsubordinates and theirwork

Path-goal theory

provides a set ofassumptionsabout howdifferent leadershipstyles will interact withsubordinate

characteristics and thework situation to affectemployee motivation

Focus Overall Scope


22/28

Path-Goal Theory Matrix


23/28

Strengths

Useful theoretical framework. Path-goal theory isa useful theoretical framework for understandinghow various leadership behaviors affect thesatisfaction of subordinates and their work

performance.

Integrates motivation. Path-goal theory attemptsto integrate the motivation principles of expectancytheory into a theory of leadership.

Practical model. Path-goal theory provides apractical model that underscores and highlights theimportant ways leaders help subordinates.


24/28

Criticisms

Interpreting the meaning of the theory can be

confusingbecause it is so complex andincorporates so many different aspects ofleadership; consequently, it is difficult to implement.

Empirical research studies have demonstrated onlypartial supportfor path-goal theory.

It fails to adequately explain therelationshipbetween leadership behavior and worker

motivation.

The path-goal theory approach treats leadership asaone-wayevent in which the leader affects the

subordinate.


25/28

Application

PGT offers valuable insightsthat can be applied in ongoingsettings to improve onesleadership.

Informs leaders about when tobe directive, supportive,participative, or achievementoriented.

The principles of PGT can beemployed by leaders at allorganizational levels and for alltypes of tasks.


26/28

Exercise 1

Fill the Path-Goal Leadership

Questionnaire individually and share

their results in small groups.Compile a master list showing the range

of scores for each of the path-goal

leadership styles as each group reportsits results in a large-group discussion.


27/28

Exercise 1

Discuss about accuracy of your own scores

and to explain the scores meaning as related

to their leadership ability.On the master list, what is the distribution of

students scores? What patterns emerge?

How can students learn to develop their

weaker styles?


28/28

Exercise 2

In small groups try to learn about

following aspects of Path Goal theory,

and make presentation to larger group: Explain the four different leader behaviors. In what situations is each

style called for? (Group 1)

Explain the four subordinate characteristics that determine how a

leaders behavior will be interpreted. Give real life examples of

each.(G2)

Explain the three primary task characteristics that impact the wayleader behavior influences subordinates motivation. (G3)

What are the motivational needs of subordinates? How does

leadership generate motivation? Give real life examples for each type

of motivation. (G4)

session10 ld11 pathgoal theory of leadership

Documents