Situational Theories of Leadership
Path-Goal Theory of Leadership
• What is path goal-theory of leadership?
• According to Robert J. House (1971), the Path-Goal
Theory encapsulates the necessity for distinct roles
which a leader must fulfill, as well as the leadership
traits managers should acquire in their practice. House
also provided guidelines of which leaders must follow
to compensate for subordinates’ potential skill
deficiencies.
The term ‘path-goal’ denotes that a leader must illuminate the path to the goal and explain how to make the journey
successfully to the followers.
Path-goal theory of leadership indicates that a leader is in charge of clarifying the subordinates about the actions
and behavior; which if followed, will lead to goal attainment.
This theory suggests that the various styles which can be and are used by the same leader in different situations;
•Directive Leadership
•A directive leader lets subordinates know what is expected of them, gives guidance and direction, and schedules work
according to the expectation.
•Supportive Leadership
•A supportive leader is friendly and approachable. He is concerned for the subordinate welfare and treating members as
equals.
•Participative Leadership
•A participative leader always consults with subordinates, asks suggestions, and allows participation in decision making
•Achievement Oriented Leadership
•An Achievement oriented leader sets challenging goals and expects subordinates to perform at high levels.
Encouraging subordinates and showing confidence in subordinates’ abilities is necessary for him.
Path-Goal Theory: Environmental characteristics of the workplace.
1.Subordinates’ Characteristics
Important personal characteristics include the subordinates’ perception of their abilities and their locus of control. If people think
that they lack ability; directive leadership is the preferable method to lead them. If a person has the focus of control, then the
participative leadership is preferable. Managers may not be able to change the personal characteristics or the personnel but can
shape his approach of leading and managing by understanding them.
2.Environmental characteristics of workplace
Task structure and workgroup are the two environmental factors. When the structure is high, directive leadership is less effective
than when the structure is low. The nature of the work group also affects leadership behavior. The leader must provide support
in the workgroup is not capable of supporting itself.
Using one of the styles contingent upon situational factors, the leader attempts to influence subordinates’ perceptions and to
motivate them, which in turn leads to subordinates’ role clarity, goal expectancy, satisfaction, and performance.
Research on this theory supported the hypothesis that higher the task structure of the subordinates’ job, higher the relationship
between supportive leaders’ style and subordinates’ satisfaction.
With respect to the second hypothesis—higher the task structure of the subordinates’ job, the lower the correlation between
directive leadership style and subordinates satisfaction—received mixed support.
Leader Participation Model
• Leader Participation Model Definition
• A leadership theory that provides a set of rules to determine the form
and amount of participative decision making in different situations.