PATH GOAL THEORY OF LEADERSHIP

Ø  INTRODUCTION TO PATH GOAL THEORY OF LEADERSHIP

•     ALSO KNOWN AS THE PATH GOAL THEORY OF LEADER EFFECTIVENESS OR THE PATH-GOAL MODEL AND IS BASED ON VROOM’S (1964) EXPECTANCY THEORY IN WHICH AN INDIVIDUAL WILL ACT IN CERTAIN WAY BASED ON THE EXPECTATION THAT THE FOLLOWING ACT WILL BE FOLLOWED BY A GIVEN OUTCOME AND ON THE ATTRACTIVENESS OF THAT OUTCOME TO INDIVIDUAL. FIRST INTRODUCED BY MARTIN EVANS

•     DEVELOPED BY ROBERT HOUSE IN 1971 AND REVISED IN 1996 AND THE THEORY STATES THAT A LEADER’S BEHAVIOR IS CONTINGENT TO THE SATISFACTION,MOTIVATION AND PERFORMANCE OF HIS OR HER SUBORDINATES. THE REVISED VERSION ALSO ARGUES THAT THE LEADER ENGAGES IN BEHAVIORS THAT COMPLEMENT SUBORDINATES ABILITIES AND COMPENSATE FOR DEFICIENCIES. IT IS ABOUT HOW LEADERS MOTIVATE FOLLOWERS TO ACCOMPLISH DESIGNATED GOALS AND BY GIVING MOTIVATION ENHANCE THE PERFORMANCE OF EMPLOYEE

 

Ø  PATH GOAL THEORY

•     CAN BEST BE THOUGHT OF AS A PROCESS IN WHICH LEADERS SELECT SPECIFIC BEHAVIOR THAT ARE BEST SUITED TO THE EMPLOYEE’S NEEDS AND THE WORKING ENVIRONMENT SO THAT THEY MAY BEST GUIDE THE EMPLOYEE THROUGH THEIR PATH IN THE OBTAINMENT OF THEIR DAILY WORK ACTIVITIES

•     PREDICT LEADERSHIP IN DIFFERENT SITUATIONS AND TWO MAJOR ROLES:-

1.       TO CREATE GOAL ORIENTATION

2.       TO IMPROVE THE PATH TOWARDS THE GOAL SO THAT IT WILL BE ATTAINED

•     MAIN PROPOSITIONS

1. LEADER BEHAVIOR IS ACCEPTABLE TO THE EXTENT THAT SUBORDINATES PERCEIVE SUCH BEHAVIOR AS IMMEDIATE SOURCE OF SATISFACTION OR AS INSTRUMENTAL FOR FUTURE SATISFACTION
2. LEADER BEHAVIOR IS MOTIVATIONAL IF
3. RESULT IN THE SATISFACTION OF SUBORDINATE’ S NEEDS
4. COMPLEMENT THE ENVIRONMENT BY PROVIDING SUPPORT,GUIDANCE,DIRECTION AND REWARD
5. CLARIFICATION OF WORK GOALS AND IT SHOULD BE DEFINED IN MEASURABLE TERMS

Ø  FOUR TYPES OF LEADERSHIP BEHAVIOR

1.       INSTRUMENTAL OR DIRECTIVES:-SIMILAR TO THE OHIO STATE RESEARCHER’S INITIATING STRUCTURE. HERE THE LEADER FOCUSES ON PLANNING,ORGANIZING AND COORDINATING THE ACTIVITIES OF THE SUBORDINATES. IT IS APPROPRIATE AND POSITIVELY AFFECTS THE SATISFACTION AND EXPECTANCY OF SUBORDINATES WORKING ON AMBIGUOUS TASKS AND NEGATIVELY AFFECTS WHERE THE TASK IS CLEARLY DEFINED.

2.       SUPPORTIVE:-SIMILAR TO OHIO SATE RESEARCHER’S CONSIDERATIONS AND HERE THE LEADER IS FRIENDLY AND APPROACHABLE TO THE EMPLOYEE. APPROPRIATE WHERE TASK IS STRESSFUL OR FRUSTRATING

3.       PARTICIPATE :CONSULT THE SUBORDINATES AND SHARE INFORMATION. AND APPROPRIATE SUBORDINATES WHO ARE INVOLVED WITH NON REPETITIVE TASKS

4.       ACHIEVEMENT ORIENTED:-LEADERS SET CHALLENGES GOALS FOR THE EMPLOYEE AND SUITABLE WHERE THE SUBORDINATES ARE WORKING ON AMBIGUOUS AND NON REPETITIVE WORK.

•     EFFECT OF SITUATIONAL VARIABLES

•     WHAT STYLE SHOULD THE LEADER CHOOSE DEPENDS ON TWO OF THE SITUATIONAL VARIABLES:-

1.       CHARACTERISTICS OF SUBORDINATES

2.       WORK ENVIRONMENT

•     •     CHARACTERISTICS OF SUBORDINATES

A.      SELECTED STYLES SHOULD BE COMPATIBLE WITH THE NEEDS,ABILITY AND PERSONALITY OF THE SUBORDINATES. NEED FOR AFFILIATION WILL PREFER SUPPORTIVE LEADERSHIP.

B.       THE PERSONALITY OF THE SUBORDINATE IS ALSO AN IMPORTANT CONTINGENCY VARIABLE. INTERNALLY ORIENTED SUBORDINATE PREFER A SUPPORTIVE BEHAVIOR. EXTERNALLY ORIENTED PREFER A DIRECTIVE LEADER

•     WORK ENVIRONMENT

1.       SUBORDINATE’S TASK STRUCTURED OR UNSTRUCTURED

2.       FORMAL AUTHORITY SYSTEM:- SYSTEM,PROCEDURES,POLICIES ETC

3.       PRIMARY WORK GROUP ITS CHARACTERISTICS AND STAGE OF DEVELOPMENT

IMPLICATIONS:-

1.       THESE CHARACTERISTICS INFLUENCE SUBORDINATE’S BEHAVIOR IN RELATION TO A PARTICULAR LEADERSHIP STYLE

2.       IN CASE SUBORDINATES WORKING ON HIGHLY UNSTRUCTURED JOB CHARACTERIZED BY AMBIGUITY IN ROLES WILL PREFER LEADER DIRECTIVE BEHAVIOR OR STRUCTURED JO WITH HIGH CLARITY THEN SUPPORTIVE STYLE

•     CONCLUSION

•     PATH GOAL MODEL SUGGESTED THAT LEADERSHIP BEHAVIOR WILL BE MOTIVATIONAL TO THE EXTENT IT PROVIDE HELP TO THE SUBORDINATE IN COPING WITH ENVIRONMENTAL UNCERTAINTIES.

•     A LEADER WHO IS ABLE TO REDUCE UNCERTAINTIES IS CONSIDERED TO BE SATISFYING BECAUSE HE INCREASES THE EXPECTATION OF THE SUBORDINATES THAT THEIR EFFORTS WILL LEAD TO DESIRED REWARDS.

•     BENEFITS

1.       HELPS IN UNDERSTANDING HOW LEADER BEHAVIOR EFFECTS SUBORDINATES SATISFACTION AND WORK PERFORMANCE

2.       DEALS DIRECTLY WITH MOTIVATION ONE OF THE ONLY THEORY TO ADDRESS

3.       PROVIDES  A PATH AND USES A PRACTICAL MODEL

•     LIMITATION

1.       COMPLEX THEORY

2.       NO ADEQUATE RESEARCH TO SUPPORT IT

3.       FAILS TO EXPLAIN ADEQUATELY THE RELATIONSHIP BETWEEN LEADER BEHAVIOR AND SUBORDINATE MOTIVATION AND MAJOR RESPONSIBILITY IS FIXED ON LEADER