Synopsis Of The Path Goal Theory

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Synopsis of the Path-Goal Theory
The Path-Goal Theory was developed by Robert House in the early 1970’s which according to Northhouse (2013) holds that the leader affects the performance of the follower by presenting rewards, clearing the path to objectives, and removing obstacles. According to House & Mitchell (1975) the leader can take on varying roles which will depend on the situation and the follower’s capabilities and motivation. House & Mitchell (1975) describe the two variables associated with the theory as “(a) personal characteristics of the subordinates and (b) the environmental pressures and demands with which subordinates must cope in order to accomplish the work goals and to satisfy their needs” (p.6).
House & Mitchell
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Horney & Gustafsson (2015) suggest that followers or subordinates will interpret the leader’s actions in their work situation and perform based on their need for structure, ability, or the level of control desired to complete their work.
According to Northouse (2013) Supportive leadership considers the needs of the subordinate and creates a collegial atmosphere. A leader may do this by increasing the follower’s self-worth and assigning challenging tasks. The leader will be friendly and display concern for the followers on a personal basis. The Directive leader will give guidance as to how a task is to be done, guidelines, and a timeline for accomplishing the assignment.
Northouse (2013) describes Participative leaders as those who are open to discussion with subordinates and uses the suggestions to accomplish tasks. The leader uses the opinion of the workers when setting up procedures and practices. Northouse (2013) suggests that the Achievement oriented leadership style is based on setting up challenging expectations and high standards. The leader demonstrates confidence in the ability of the follower to succeed at complex tasks.
Case Study Review David, a veteran marathon runner, was asked to coach fellow running groups to prepare for the New York City Marathon. He was given 16 weeks to work with runners that were divided into three groups. David found that each of the groups varied in their level
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