Supportive Behavior
Participate Behavior
Leader behavior aimed at being friendly
with followers and showing interest in
them as human being. Through
supportive behavior, the leaders shows
sensitivity to the personal needs of
followers.
Leader behavior in which suggestions
from the follower are sought regarding
business operations with the result that
are involved in making important
organizational decision.
Directive Behavior
Achievement Behavior
Leader behavior aimed at telling
followers what to do and how to do it.
Leader indicates what performance
goals exist and precisely what must be
done to achieve them.
Leader behavior aimed at setting
challenging goals for followers to reach
and expressing and demonstrating
confidence that followers will meet the
challenge.
The Path-Goal Theory
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Definition : emphasizing the leader’s role in clarifying for subordinates how they
can achieve high performance and its associated rewards.

Developed by : Martin G. Evans and Robert J. House.

Individual’s motivation depends on his/her expectation of rewardd and the
attractiveness of the rewards.

Leaders clarify paths through which followers can achieve both task-related and
personal goals.

The most effective leadership style in motivating followers depends on the types
of rewards they most desire.
Coercive Power
Legitimate Power
Ability of manager to withhold positive
outcomes or rewards as a means of control or
influence over his or her targets. It is opposite of
reward, and is based on fear and coercion.
Examples of punishments are verbal reprimands,
pays cut, demotions or termination.
Ability of manager to control or influence his or her targets
based on his or her position in the organizational hierarchy. A
leader has legitimate power when the follower believe that the
leader has the right to instruct them, whereas they have an
obligation to follow instruction given. Examples of the power :
hiring new employee and assigning of tasks and projects.
Information Power
Reward Power
Position
Ability of manager to offer something of
value (monetary/non-monetary) for
controlling and influencing people.
Example of rewards : pay, special
assignments and verbal or written
acknowledgement.
Inherent in the formal
position leader holds.
The power derived from a possession’s of information
or from the person becoming sole source of important
information. Requires manager to have access to and
control over important information, and leader must be
competent in interpreting relevant information to be
disseminated in his or her organization. This power
enables manager to cope with uncertainties.
Power
Charismatic Power
Expert power
Personal
Ability of manager to control and influence due
to specialize knowledge, skills and expertise that
the manager possesses. This power varies
according to management hierarchy.
Derived from interpersonal
relationship between a
leader and his follower.
Refers to power that stems from an individual’s
personality and individuality. It is important in
influencing organizational members into believing
in their organizational mission and vision
statements and work towards accomplishing the
organization’s goals.
Referent Power
Ability of manager to control and influence followers based on their respect,
admiration and loyalty for the manager. This power developed through good
interpersonal relations, which encourage respects. Example : the leader is
admired for his / her warm and caring nature.