Path Goal Theory Of Leadership

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12/12/2014

Path-Goal Theory of Leadership

Path-Goal Leadership Theory
The Path-Goal model is a theory based on specifying a leader 's style[1] or behavior that best fits the employee and work environment in order to achieve goals (House,
Mitchell, 1974). The goal is to increase an employee 's motivation, empowerment, and satisfaction so that they become productive members of the organization.
Path-Goal is based on Vroom 's (1964) expectancy theory[2] in which an individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. The path-goal theory was first introduced by Martin Evans (1970) and then further developed by
House (1971).
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Participative: The leaders consult with their followers by consulting with them before making a decision on how to proceed. It is most effective when subordinates are highly trained and involved in their work.
Achievement: The leader sets challenging goals for his followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation. It is most effective in professional work environments, such as technical, or scientific; or in achievement environments, such as sales.
The leaders ' behavior is not set in stone as there are other leadership styles that may be used depending upon the situation. For example, House (1996) defined four other behaviors: Work Facilitation
Group Oriented Decision Process chrome-extension://iooicodkiihhpojmmeghjclgihfjdjhj/in_isolation/reformat.html 3/5

12/12/2014

Path-Goal Theory of Leadership

Work Group Representation and Networking
Value Based

Application
As noted earlier, the independent variables of Path-Goal Theory are the leaders ' behavior, thus the path–goal theory assumes that people (leaders) are flexible in that they can change their behavior or style, depending upon the situation. This coincides with the research that while nature (genes) may be our internal guide, nurture
(experience) is our explorer that has the final say in what we do (Ridley, 2003).

Next Steps
Next chapter: Transformational Leadership[3]
Related page: Leadership Styles[4]
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