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Path-Goal Theory

Path-Goal Theory. Overview. Path-Goal Theory Perspective Conditions of Leadership Motivation Leader Behaviors & Subordinate Characteristics Task Characteristics How Does the PGT Approach Work?. Path-Goal Theory (House, 1971 ).

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Path-Goal Theory

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  1. Path-Goal Theory

  2. Overview Path-Goal Theory Perspective Conditions of Leadership Motivation Leader Behaviors & Subordinate Characteristics Task Characteristics How Does the PGT Approach Work?

  3. Path-Goal Theory (House, 1971) Centers on how leaders motivate subordinates to accomplish designated goals Emphasizes the relationship between • the leaders style • the characteristics of the subordinates • the work setting

  4. Path-Goal Theory (House, 1971) Description • Goal -Enhance employee performance and satisfaction • Focus on employee motivation • Motivational Principles(based on Expectancy Theory) – Motivated subordinates believe: • they are capable of performing their work • efforts will result in a certain outcome • payoffs for doing their work are worthwhile

  5. Motivation Principle (expectancy theory) Ability to do work Work Worthwhile reward

  6. Challenge to Leader • Use a motivating Leadership Style: • Choose behaviors that supplement what is missing in the work setting • Enhance goal attainment • provide information or rewards • Give people the tools they need to reach their goals

  7. It increases thenumberandkindsof payoffs subordinates receive from their work Makes the path to the goalclearand easy to travel through withcoachingand direction Removesobstaclesand roadblocks to attaining the goal Makes the work itself more personally satisfying Leadership generates motivation when:

  8. Basic Idea

  9. Path-Goal Theory Suggests: • Leaders use different types of behavior • Motivation is contingent on • subordinate characteristics • task characteristics

  10. Path-Goal Theory

  11. Path-Goal Theory

  12. Leader Behaviors • Directive • Supportive • Participative • Achievement Oriented

  13. Leader Behaviors Directive Leadership • Provides task instruction: • Makes clear what is expected • Defines how task is to be done • Gives timeline for completion • Sets clear standards of performance • Provides clear rules & regulations

  14. Leader Behaviors Supportive Leadership • Is friendly and approachable: • Attends to well-being & human needs of subordinates’ • Uses supportive behavior to make work environment pleasant • Treats subordinates as equals & give them respect for their status

  15. Leader Behaviors Participative Leadership • Invites subordinates to share in decision-making • Consults with subordinates • Seeks their ideas & opinions • Integrates their input into group/organizational decisions

  16. Leader Behaviors Achievement Oriented Leadership • Challenges subordinates to perform 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

  17. Path-Goal Theory

  18. Subordinate Characteristics • Determine how subordinates interpret leader behavior in specific work contexts • Researchers focus on subordinates’ • Need for affiliation • Preferences for structure (less uncertainty) • Desires for control (Locus of Control) • Self-perceived level of task ability

  19. Subordinate Characteristics • Strong need for affiliation • Friendly and concerned leadership is a source of satisfaction • Supportive Leadership • Preference for Structure • Dogmatic & authoritarian • Leadership provides psychological structure, task clarity & greater sense of certainty in work setting • Directive Leadership

  20. Subordinate Characteristics • 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 • Directive Leadership

  21. Subordinate Characteristics • Perception of their own ability – specific task • As perception of ability and competence increase, highly directive leadership needs decrease. • Directive leadership may become redundant • Possibly excessively controlling

  22. Path-Goal Theory

  23. Task Characteristics Components • Task Characteristics: • Design of subordinates’ task • Organization’s formal authority system • Primary work group of subordinates

  24. Task Characteristics Task Situations Requiring Leader Involvement • Unclear and ambiguous – ? • Highly repetitive- ? • Weak formal authority– ? • Nonsupportive/weak group norms- ?

  25. Task Characteristics Task Situations Requiring Leader Involvement • Unclear and ambiguous -Leader needs to provide structure • Highly repetitive- Leader needs to provide support to maintain subordinate motivation • Weak formal authority- If formal authority system is weak, the leader needs to assist subordinates by making rules and work requirements clear • Nonsupportive/weak group norms - Leader needs to help build cohesiveness and role responsibility

  26. Task Characteristics • Obstacles: • Create excessive uncertainty • Cause frustrations • Can be threatening • Leaders Respond: • Remove them! • Help subordinates around them • Assisting with obstacles will increase • Subordinates’ expectations to complete the task • Their sense of job satisfaction

  27. How this theory works • Obstacles: • Create excessive uncertainty • Cause frustrations • Can be threatening • Leaders Respond: • Remove them! • Help subordinates around them • Assisting with obstacles will increase • Subordinates’ expectations to complete the task • Their sense of job satisfaction

  28. Complex yet pragmatic Leaders choose a style that best fits the needs of subordinates and their work Path-goal theory provides a set of assumptions for optimal motivation: different leadership styles interact with: subordinate characteristics work situation Path-Goal Theory Approach Focus Overall Scope

  29. Path-Goal Theory Matrix

  30. Strengths • Useful theoretical framework. • Provides mechanism for: • Various leadership behaviors  satisfaction of subordinates and their work performance. • Integrates motivation. • Expectancy theory theory of leadership • Practical model. • Underscores and highlights important ways leaders help subordinateswith a useful guide

  31. Criticisms • Confusingbecause so complex and incorporates so many different aspects of leadership • Difficult to implement. • Only partial empirical supportfor path-goal theory. • Lacking explanation forrelationship: • Leadership behavior  worker motivation. • Treats leadership as one-wayevent: • Leader subordinate.

  32. Offers structure and guide for continual leadership improvement Informs leaders whento be directive, supportive, participative, or achievement oriented Can be employed by leaders at all organizational levels and for all types of tasks Application

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