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ADM 612 - Leadership. Lecture 7 – Path-Goal Theory. Introduction. Path-goal theory is about how leaders motivate subordinates to accomplish designated goals. Evans (1970), House (1971), House and Dessler (1974), House and Mitchell (1974).

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adm 612 leadership

ADM 612 - Leadership

Lecture 7 – Path-Goal Theory

introduction
Introduction
  • Path-goal theory is about how leaders motivate subordinates to accomplish designated goals.
  • Evans (1970), House (1971), House and Dessler (1974), House and Mitchell (1974).
  • Path-goal theory emphasizes the relationship between the leader’s style and the characteristics of the subordinates and the work setting.
introduction3
Introduction
  • Leadership generates motivations when it increases the number and kinds of payoffs that subordinates receive for their work.
  • Defines goals.
  • Clarifies path to the goals.
  • Removes obstacles and roadblocks.
  • Makes work more personally satisfying.
leader behaviors
Leader Behaviors
  • Directive leadership.
    • Task-oriented, expectations, techniques, timeline, standards of performance.
  • Supportive leadership.
    • Friendliness, approachability, empathy, needs-oriented, equality, respect.
leader behaviors7
Leader Behaviors
  • Participative leadership.
    • Sharing, consultation, advice-seeking, integration.
  • Achievement-oriented leadership.
    • Challenging, high standard of excellence, confidence in subordinates’ abilities.
leader behaviors8
Leader Behaviors
  • Styles will vary depending on subordinates and situations.
  • Assumes subordinates will adapt styles to circumstances.
subordinate characteristics
Subordinate Characteristics
  • Characteristics:
    • Needs for affiliation,
    • Preference for structure
    • Desires for control,
    • Self-perceived level of task ability.
subordinate characteristics10
Subordinate Characteristics
  • Patterns
    • Needs affiliation requires supportive leadership.
    • Dogmatic and authoritarian subordinates with an ambiguous task require directive leadership.
    • Internal locus of control requires participative leadership.
    • External locus of control requires directive leadership.
    • As subordinate’s confidence in their own skills goes up, the need for directive leadership goes down.
task characteristics
Task Characteristics
  • Components.
    • Design of task.
    • Formal authority system.
    • Primary work group norms.
  • Structured task, strong norms, established authority: leadership becomes redundant and overbearing.
task characteristics12
Task Characteristics
  • Unclear and ambiguous tasks: leadership provides structure.
  • Repetitive tasks: leadership should provide support.
task characteristics13
Task Characteristics
  • Weak authority: leadership should provide rules and work requirements.
  • Weak norms: leadership provides cohesiveness and role responsibility.
task characteristics14
Task Characteristics
  • Obstacles create excessive uncertainties, frustrations or threats.
  • Leadership should remove obstacles or enable subordinates to circumvent them.
strengths
Strengths
  • Links leadership behaviors to subordinate satisfaction and work performance.
  • Develops four distinct types of leadership.
  • Integrates subordinate motivation into leadership theory.
  • Model is practical.
criticisms
Criticisms
  • Complexity makes interpretation and application difficult.
  • Only partial empirical support.
  • Does not really explain link between leadership behavior and motivation.
  • Puts more burden on leader than follower.
application
Application
  • Not many management training programs.
  • But provides a general set of recommendations for how leaders should act in various situations.
applications
Applications
  • Complex tasks – directive.
  • Dull tasks – supportive.
  • Subordinates need control – participative.
  • Subordinates need to excel – achievement-oriented.
applications20
Applications
  • Applies to all levels and tasks in an organization.
  • To apply, assess subordinates and tasks and choose an appropriate style to match characteristics.
  • Model reminds leaders that their central purpose is to help subordinates define their goals and achieve them efficiently.