Transcript Path Goal Theory - Management Class

Path Goal Theory
Leadership
Jim Spee
Spring 2003
Sources
Evans (1970)
House (1971)
House and Dessler (1974)
House and Mitchell (1974)
Path Goal Theory
Leader style
Characteristics of subordinates
Work setting
Linked to expectancy theory of motivation
Expectancy Theory
Expectancy that effort will result in
performance
Expectancy that performance will result in
outcome
Belief that outcome is worthwhile
Path Goal Leadership
Obstacle
Subordinates
Goals
Path
Path-Goal Leadership
•Defines goals
•Clarifies path
•Removes obstacles
•Provides support
Major Components
Leader Behaviors
Directive
Supportive
Participative
Achievement Oriented
Subordinate Characteristics
Task Characteristics
Subordinates
Motivation
Goals
(Productivity)
Leader Behaviors
Directive
Supportive
Participative
Achievement Oriented
Work facilitation
Group oriented decision process
Work-group representation/networking
Value-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
and subordinate satisfaction link.
Specifies four distinct leadership patterns
Situational/contingency model
Integrates expectancy theory with
leadership
Practical
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 Staros
Lt. Colonel Tall