Path Goal Theory Bringing Out Different Aspects of Leaders
Origins of path goal theory:
The theory was inspired by the work of Martin G. Evans (1970), in which the leadership behaviors and the follower perceptions of the degree to which following a particular behavior will lead to a particular outcome (goal). The path-goal theory was also influenced by the expectancy theory of motivation developed by Victor Vroom in 1964.
Under a path - goal theory of leadership 4 distinct behaviour can be specified.
Directive leader behavior
A leader would probably not use all these directive behaviors in a situation where it is needed, but would likely select those directive behaviors that seem appropriate in the situation.
Non directive leaders are hesitant about specifying who, what, and how followers are to accomplish their tasks. Non directive leaders make suggestions only when asked by followers, and they often let followers do the work any way they think best. While this approach can be effective with highly trained and motivated followers, many situations require some type of direction from the leader.
Directive behaviour improves follower’s performance capabilities by eliminating wasted effort and focusing attention on effective work methods and key aspects of task performance. Goal setting is a proven technique for directive leaders to motivate follower performance.
2 skills are important for directive leadership those are communication and technical expertise.
Communication skills are very much essential to specify how workers are to accomplish tasks; also to provide feedback on their performance.
Defining and clarifying roles becomes easy.
What other necessary things should the leader communicate?
- Desired behaviors
- Incentives to performance
- Rules and procedures
- Planning, scheduling, and assigning Responsibilities
Thrust of directive leadership
By making clear of all the expectations from the followers the leader makes sure that the expectations are made clear so that even the followers get a clear picture what they need to do. Hence there is no uncertainty and the decision making gets directional.
Directive leadership can help in reducing the stress levels in the organization if this is supported with supportiveness from the leader apart from expertise and guidance.
Situations Where Directiveness may or may not be Effective
- Ones who perceive themselves as capable and experienced individuals who desire to work independently without supervision.
- Those who are members of a large work group and must coordinate their activities w/one another to be successful.
- Those who work where clear plans, procedures, goals exist & feedback comes directly from computer.
- Followers work in cohesive group whose members have little or no desire to meet leader’s performance goals.
- Followers are new at job & need guidance from leader
- Followers work in autonomous groups whose members are highly trained and experienced and help one another.
Achievement Oriented Leader
In achievement-oriented leadership
- The leader sets challenging goals for followers
- Expects them to perform at their highest level
- And shows confidence in their ability to meet this expectation
- Under the leadership the followers are provided with
- Challenging goals
- High standards at work expected from them
- Leader has faith in the ability of his followers
- Suitable when the task is complex.
The achievement oriented leader is aggressive as a lion as far as goal accomplishments are concerned. The motivational drive in his life is his perception of further achievements and continues improvement. He is a perfectionist like Amir Khan, and expects highest degree of performance.
Participative leader behavior
Genuine power is important for gaining follower’s confidence in the participative process.
Followers should be aware that the leader has the authority to invite their involvement in making decisions, and be in a position to implement the decision once it is reached.
Situations Where Participation may or may not be Effective
- Followers working on IMP tasks in the organisation
- The acceptance and commitment of employees is needed to successfully implement a decision.
- Work tasks are highly predictable and repetitive with no variation in the methods for completion.
- The leader and followers work in an environment that is extremely uncertain and rapidly changing.
- Followers are highly competent and possess knowledge and information to make an effective decision.
Supportive leader behavior
These supportive leaders help and support their followers and people to be liked and appreciated by others so that they get that value and respect from others and to be continually improving; such leaders should possess effective communication skills to effectively convey their ideas and feelings, listen actively, and elicit ideas and feelings from their followers.
Value your followers and take care of their problems and needs etc
Supportive leaders put in effort in developing three different power bases from which they can effectively apply their leadership skills: expert, referent, and reward
Situations Where Supportiveness may or may not be Effective
- Supporters are under high stress while trying to complete a dangerous task.
- Supporters are new to the job and are unsure of their abilities and positions.
- Supporters are small group of counselors in a student services dept. of a state university.
- Supporters are very opinionated and stubborn in their point of view.
- Supporters are a large group who work at widely varying tasks at different locations.
Conclusion
This theory constantly reminds the leaders that their main role as a leader is to assist the subordinates in defining their goals and then to assist them in accomplishing those goals in the most efficient and effective manner. With such varieties in leadership enjoy being a leader of one of the above types and the ones who are not leaders enjoy getting the advantage of the above types will gain you a great experience and an unforgettable experience lifelong .