Path goal theory

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Information about Path goal theory
Leadership & Management

Published on March 31, 2014

Author: payal3242

Source: slideshare.net

Description

Theory of leadership

Path Goal Theory Developed by House and Dressler (1974). Based on Expectancy theory of motivation. Views manager as coach or guide to workers to choose the best “path”. Provides cognitive(intellectual) approach to understanding motivation.

What should leaders do?(according to this theory) Engage in different types of leadership behavior depending on the nature and demand of a particular situation. Ensure that follower’s goals are congruent with the organization goals. Help employeees reach personal & organizational goals by pointing out paths they should follow and providing them means to do so.

What traits of followers can affect the impact of leaders on them? Authoratative Systematic Visionary Persuasive Energetic Calculative Dutiful Enterprising Inquistive Innovative Initiator

According to locus of control Personal efforts Decision making skills Internals Luck Destiny Externals

4 Leadership styles

Directive Leadership Task oriented behavior Tells subordinates what they are expected to do, how and when. Includes: developing systems, procedures, rules and regulations, et al. Example????

Supportive Leadership Shows genuine concern and support for subordinates. Courteous and friendly interactions, enquires about the well-being, and needs, approachable, discusses. Relation-oriented behavior

Participative Leadership Creates environment of trust, engages subordinates in consultations, and encourages their participation in decision-making. Shares work problem with team and takes suggestions Evaluates the suggestions and accept/reject, taking followers in confidence. Example???

Achievement-Oriented Leadership Exhibits both demanding and supporting interactions sets challenging goals for subordinates Involves them to improve performance Drives them to improve performances.

Interesting Combinations Locus of control Leadership style Internal Participative External Directive

Application based on situation Newly formed team Directive (what and how to do it) Reduced role ambiguity Higher Effort & Satisfaction Substandard Performance(no rewards for performance) Directive (makes reward available and contingent on performance) Clearer performance-to- reward links(increased valence) Higher Effort & Satisfaction

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