ACADEMIA Letters
The Path-Goal Theory of Leadership
Anita Bans-Akutey
The twentieth century was been mostly characterized with autocratic leadership where decision making was limited to leaders in top management positions without consulting other
members of the team. Things however are different in recent times as autocratic leadership is gradually being eliminated from most organisations (Kanungo, 1998). Leadership
is currently characterized by more flexibility (Panetta, 2012), transparency (Lloyd-Walker
& Walker, 2011), inspiration over decision (Harris, 2004) and leading by goals (Northouse,
2016) which is also called the “Path-Goal Theory”. This paper seeks to explore the path-goal
theory in terms of usage and effectiveness as well as identify and explain why “Steve Job’s”
approach was not so effective in guiding his followers. Before narrowing down on the pathgoal theory of leadership, the concepts of leadership and management will first be examined.
Management Adda (2019) explains that despite the fact that leadership and management
are very closely related, they are distinct. While leadership involves motivating, inspiring and
directing a group of people to attain a set objective, management involves the effective use
of available resources to attain the objective, goal or project. As a result, whereas a manager
is expected to plan, control, delegate, train and organize their work and the work of others,
leaders on the other hand are expected to motivate, inspire, encourage, direct and persuade
people to willingly do what is expected of them. Notwithstanding this difference, it is worth
noting that for the success of a senior management role, there should be equilibrium between
both management and leadership skills. In other words successful leaders exhibit excellent
leadership and management skills; while successful managers also exhibit excellent leadership
and management skills.
Scholars over the years have developed theories which try to elaborate on reasons why individuals get to leadership positions and how leadership is implemented or some approaches
to leadership (Management Adda, 2019). These theories stress on attributes, traits and beAcademia Letters, April 2021
©2021 by the author — Open Access — Distributed under CC BY 4.0
Corresponding Author: Anita Bans-Akutey, anita.bans@bluecrest.edu.gh
Citation: Bans-Akutey, A. (2021). The Path-Goal Theory of Leadership. Academia Letters, Article 748.
https://doi.org/10.20935/AL748.
1
haviours that can cause people to improve on their leadership capabilities. The classical leadership theories and approaches considered in this paper are The Great Man Theory, Trait
Theory, Behavioural Theory, Situational Approach, Skills Approach and Path-Goal Theory.
Though this paper is based primarily on the path-goal theory, the other leadership theories
and approaches are briefly assessed.
The Great Man Theory also called “Great Person Theory” posits that leaders are born with
some special characteristics and capabilities that enable them to lead. Thomas Carlyle who
made this theory popular (Organ, 1996), explains that with the suitable conditions, leaders
will emerge. It was adopted at a time when leadership positions in the military were occupied
by males (Northouse, 2016). This theory however does not have any inference on followers,
the environment of the leader or diverse situations which may arise.
The trait theory is very similar to the great man theory which believes that inherent qualities such as charisma, confidence, intellect, communication and social skills are in-born not
learnt (Colbert, Judge, Choi, & Wang, 2012). Special characteristics of successful and unsuccessful leaders are compared to that of potential leaders to determine whether the potential leaders will be able to lead effectively. A wide range of physiological, demographics,
educational and familial backgrounds as well as intellectual characteristics are considered.
Scientific research, however, has not been conclusive on the list of characteristics, traits and
abilities (Management Adda, 2019).
Behavioural theories helped to shift the narrative from the fact that leaders are born to the
fact the leaders are made (Derue et al., 2011). This theory focuses on how leaders behave and
act rather than their characteristics or traits. This implies that no matter the traits or inherent
characteristics of an individual, with the right behaviour they are likely to rise to leadership
in certain circumstances.
The situational approach according to Northouse (2016), explains that leadership has
mainly two dimensions – directive and supportive. For every situation, there is the need for
the leader to evaluate what is appropriate for his followers. Depending on the competence
level of followers, the leader decides whether to provide direction or support in a given task.
The skills approach lays emphasis on skills which can be learned and developed unlike
the “Big Man Theory” and “Trait Theory”. Despite the fact that inherent traits and characteristics are essential for leadership, effective leadership requires knowledge and capabilities
(Northouse, 2016). It suggests that leading effectively results from many learned skills like
knowledge of technique or process – technical skills; ability to interact with other people –
human skills; and ability to come up with ideas for running the organisation – conceptual
skills.
The last leadership theory this paper will dwell on is the Path-Goal Theory which was
Academia Letters, April 2021
©2021 by the author — Open Access — Distributed under CC BY 4.0
Corresponding Author: Anita Bans-Akutey, anita.bans@bluecrest.edu.gh
Citation: Bans-Akutey, A. (2021). The Path-Goal Theory of Leadership. Academia Letters, Article 748.
https://doi.org/10.20935/AL748.
2
developed by Robert House in 1971. It explains that a chosen style of leadership should
be contingent in nature (EPM, 2019) – where there is a perfect balance between behaviour,
need and context. Northouse (2016) explains that the path-goal theory basically focuses on
how leaders motivate their followers to achieve set objectives. It is built on the expectancy
theory of motivation where employees believe they would be able to achieve a set target by
their employer; that they will be rewarded when the target is achieved; and that the reward is
valuable. This follower motivation by leaders is achieved through defining goals, clarifying
the path, removing obstacles and providing support (Northouse, 2016). The path-goal theory
ensures that a leader selects a leadership style which is based on subordinate characteristics
and environmental factors; as well as focus on motivation factors.
Considering all the leadership theories considered in this paper so far, it is evident that the
path-goal theory is not as straight forward as the other theories. As a result, there is no specific
leadership style suited for all situations. Indeed with the path-goal theory, each situation is
unique and may require a leader to implore a directive style – which is task related; a supportive style- which is relational; participative style – which is process related; and achievementoriented style – which is identity or status related (EPM, 2019). This implies that a leader
who makes use of the path-goal theory may use any of the four leadership styles at any point
in time or a combination of them depending on characteristics of subordinates and environmental factors. The directive style requires that the leader instructs followers precisely on
what to do and how to get it done including timelines, rules and regulations to be followed.
The supportive style creates a friendly environment where subordinates can easily approach
the leader. Participative style is an all-inclusive process where subordinates are involved in
the decision-making process. The final style, achievement-oriented style, dares employees to
pursue excellence continuously with the leader having confidence in the fact that subordinates
are able to achieve what has been planned (Dunaetz, 2018).
Subordinates on the other hand have characteristics which the leader has to take into consideration to inform his choice of leadership style. Subordinates may have a need for affiliation; desire for control; preference for structure; or self-perceived level of task ability (EPM,
2019). A successful leader should be able to match his leadership style to these employee
characteristics. For instance if a subordinate desires for control, the directive style will best
match such subordinate characteristic.
There are also environmental characteristics such as task structure, formal authority systems and controls, and level of support from the subordinate’s team members. For instance
if a subordinate is not getting the needed support from his workgroup, the leader may make
use of the supportive style. It is more productive if leaders do not duplicate environmental
structures that exist in an organisation (EPM, 2019). In an instance where the organisation
Academia Letters, April 2021
©2021 by the author — Open Access — Distributed under CC BY 4.0
Corresponding Author: Anita Bans-Akutey, anita.bans@bluecrest.edu.gh
Citation: Bans-Akutey, A. (2021). The Path-Goal Theory of Leadership. Academia Letters, Article 748.
https://doi.org/10.20935/AL748.
3
has formal authority systems and controls, as much as possible the directive style needs to
be minimized. Again when tasks are structured and repetitive, leaders need to reduce direct
instructions as much as much as possible.
It may be argued that the path-goal theory is the same as situational approach. Nonetheless, though they have some similarities, they are both different theories altogether. While
the situational approach requires that leaders adjust their leadership style to the level of subordinate development, path-goal theory requires that leaders adjust their leadership styles in
relation to subordinates’ motivational needs (Northouse, 2016). The path-goal theory assists
leaders to comprehend how their leadership styles impact on subordinate motivation thus providing a connection between leadership theory and motivational theory (EPM, 2019). More
significantly it brings to the awareness of leaders the fact that they are to help their subordinates achieve set objectives.
It is worth noting however that the path-goal theory is quite a complex one considering
the fact that research has not been able to prove that it truly works in a real world. Also, in
most cases the leader is expected to make use of more than one style of leadership, depending
on subordinate and environmental characteristics. It is also observed that every responsibility
lies on the leader as it is the leader who is expected to define the goals, clarify the path,
remove obstacles and provide support. If there are several subordinates with a vast variety of
characteristics, the leader may be stressed out.
From the video of “Steve Jobs Leadership Examples”, it is evident that Steve Jobs exhibited more of the directive style of leadership not taking into consideration the characteristics
of his subordinates or the environmental characteristics. He was more interested in the goal
or objective to be achieved paying little or no attention to clarifying the path and removing
obstacles. A few times, we are told he drove people to do things they thought were impossible (Simon & Schuster Books, 2012). However, we are not told how this is done so it won’t
be emphatically stated that he provided support. Considering these, despite the fact that he
was an accomplished businessman, Steve is not considered an effective leader in the area of
guiding his followers. He exhibited more of the directive style than any of the other styles of
leadership. Again, despite the fact that characteristics of his followers are not discussed in
the narrative, it is unlikely that one style of leadership will work for all of them. This could
explain why Steve’s approach was ineffective.
In conclusion, though management and leadership are closely related they are distinct
and are both required to succeed in top management or leadership role. Various leadership
theories and approaches have been examined with emphasis on the path-goal theory. Though
the path-goal theory is similar to the situational approach, the path-goal theory is able to
connect leadership theories with motivational theories. Steve Job’s scenario as an example
Academia Letters, April 2021
©2021 by the author — Open Access — Distributed under CC BY 4.0
Corresponding Author: Anita Bans-Akutey, anita.bans@bluecrest.edu.gh
Citation: Bans-Akutey, A. (2021). The Path-Goal Theory of Leadership. Academia Letters, Article 748.
https://doi.org/10.20935/AL748.
4
for path-goal theory exposes Steve as someone who “defines the goals’ thus bringing to bare
his directive style. However, very little is said about the other aspects such as participatory,
supportive and results-oriented. In as much as this theory is not backed by enough research,
it considered more effective compared to the other theories of leadership discussed.
Academia Letters, April 2021
©2021 by the author — Open Access — Distributed under CC BY 4.0
Corresponding Author: Anita Bans-Akutey, anita.bans@bluecrest.edu.gh
Citation: Bans-Akutey, A. (2021). The Path-Goal Theory of Leadership. Academia Letters, Article 748.
https://doi.org/10.20935/AL748.
5
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Academia Letters, April 2021
©2021 by the author — Open Access — Distributed under CC BY 4.0
Corresponding Author: Anita Bans-Akutey, anita.bans@bluecrest.edu.gh
Citation: Bans-Akutey, A. (2021). The Path-Goal Theory of Leadership. Academia Letters, Article 748.
https://doi.org/10.20935/AL748.
6