Path-Goal Theory
Approach
AGED 3153
Leadership should be born out of the
understanding of the needs of those who
would be affected by it.
~ Marian Anderson
Overview
Path-goal theory approach perspective
 Conditions of leadership motivation
 Leader behaviors
 Subordinate characteristics
 Task characteristics
 How does the PGT approach work?

Path-Goal Theory
Centers on how leaders motivate subordinates to
accomplish designated goals

Explains how leaders can help subordinates
along path to goals
selecting specific behaviors best suited to
subordinate needs and the situation
Goals
 enhanced employee performance/ satisfaction


Path-Goal Theory

Based on research about motivation

Premise – expectancy theory
 Subordinates will be motivated if they believe:
a. they are capable of performing their work
b. their efforts will be rewarded
c. the payoff will be worthwhile

Challenge
 Using leadership style that best meets subordinates’
motivational needs
•
achieved by complimenting or supplementing missing
elements
Path-Goal Theory
Obstacle(s)
Subordinates
Path
Goal(s)
Path
(Productivity)
Effective Path-Goal Leadership
Defines goals
Clarifies path
Removes obstacles
Provides support
Path-Goal Theory

Complex

Best understood by identifying large components
•
•
•
•
Motivation
Leader behaviors
Subordinate characteristics
Task characteristics
Leader Behaviors
Directive
Supportive
Participative
Achievement-oriented
Subordinate Characteristics
Task Characteristics
Subordinates
Motivation
Goal(s)
(Productivity)
Conditions of Leadership
Motivation
Leadership generates motivation when:

It increases the number and kinds of payoffs

Path to the goal is clear and easily traveled with
coaching and direction

Obstacles and roadblocks are removed

The work itself is personally satisfying
Thought break…
Motivations of white-collar & blue-collar workers
Blue-collar workers
White-collar workers

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

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Competent supervision
Interesting work
Enough information
Good pay
Enough authority
Friendly & helpful co-workers
Enough help & equipment
Opportunity to see results of work
Responsibilities clearly defined
Opportunity to develop special
abilities





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Friendly & helpful co-workers
Job security
Enough authority
Interesting work
Enough information
Responsibilities clearly defined
Good pay
Opportunity to see results of work
Competent supervision
Enough help & equipment
Thought break results…
White-collar workers
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Interesting work
Opportunity to develop special
abilities
Enough information
Enough authority
Enough help & equipment
Friendly & helpful co-workers
Opportunity to see results of work
Competent supervision
Responsibilities clearly defined
Good pay
Blue-collar workers
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Good pay
Enough help & equipment
Job security
Enough information
Interesting work
Friendly & helpful co-workers
Responsibilities clearly defined
Opportunity to see results of
work
Enough authority
Competent supervision
Thought break results…

What do you notice about the two lists?

Why would pay be at the top of the blue-collar
list and the bottom of the white-collar list?

How do these factors impact motivation?
Leader Behaviors

Directive


Leader gives instructions
about task
Participative

• Including expectations
• How it is to be done
• Time line

Supportive

Leader attends human
needs
• Friendly
• Approachable
• Treated equal
Leader invites sub. to share in
decision making
• Consults
• Obtains ideas/opinions
• Integrates suggestions

Achievement-Oriented

Leader challenges sub. to
perform
• Highest level
• Seeks continuous
improvement
• Confident in sub. capabilities
Subordinate Characteristics

Determine how a leader’s behavior will be
interpreted by subordinates in a given context.

Characteristics to determine satisfaction
•
•
•
•
Need for affiliation
Preferences for structure
Desires for control
Self-perceived level of task ability
Subordinate Characteristics

Need for affiliation


Friendly and concerned
leadership is a source of
satisfaction
Internal locus of control


Subordinates feel in
charge of their work
Makes them integral part
of decision-making
process

High expectations &
need to excel

In ambiguous task
situations, subordinates
feel their efforts will
result in effective
performance
Task Characteristics
 Design
of subordinates’ task
 Organization’s
 Primary
formal authority system
work group of subordinates
Task Situations Requiring
Leader Involvement

Unclear and ambiguous


Highly repetitive


Leader needs to provide support to maintain subordinate
motivation
Weak formal authority


Leader needs to provide structure
If formal authority system is weak, the leader needs to
assist subordinates by making rules and work
requirements clear
Non-supportive/weak group norms

Leader needs to help build cohesiveness and role
responsibility
Path-Goal Theory Matrix
Leader Behavior
Directive Leadership
Supportive Leadership
Participative
Achievement Oriented
Group Members
Task
Characteristics
Dogmatic
Authoritarian
Ambiguous
Unclear rules
Complex
Unsatisfied
Need affiliation
Need human touch
Repetitive
Unchallenging
Mundane & Mechanical
Autonomous
Need for control
Need for clarity
Ambiguous
Unclear
Unstructured
High Expectations
Need to excel
Ambiguous
Challenging
Complex
How does the path-goal
theory work?
Path-Goal Theory Approach

Complex but also pragmatic approach

Provides a set of assumptions


about how different leadership styles,
subordinate characteristics & work situation
affect subordinate motivation
Leaders should choose a style that best fits
subordinates’ needs and their work
Effective Leaders
 Tend
to subordinates’ needs
 Help
define goals & paths
 Help
confront obstacles
What are the strengths of
the path-goal theory?
Strengths

Useful theoretical framework


Integrates motivation


For understanding how various leadership behaviors
affect the satisfaction of subordinates and their work
performance.
Attempts to integrate the motivation principles of
expectancy theory.
Practical model

Underscores and highlights the important ways leaders help
subordinates.
What are the weaknesses
of the path-goal theory?
Criticisms

Complex


Partially Supported


Empirical research studies do not provide full & consistent picture
of basic assumptions.
Inadequate explanation


Incorporates numerous aspect of leadership; consequently, it is
difficult to implement.
Of the relationship between leadership behavior and worker
motivation.
Treats leadership as a one-way event

All responsibility placed on leader.
How do you use the
path-goal theory?
Application

Offers valuable insights


Informs leaders about when to be





Can be applied in ongoing settings to improve one’s
leadership.
Directive
Supportive
Participative
Achievement oriented
Employed by leaders

At all organizational levels and for all types of tasks
Summary

Focuses on leader motivating followers and helping them
over come obstacles to achieve the goal.


Must choose a style that fits needs
Effective Path-Goal Leadership
•
•
•
•

Defines goals
Clarifies path
Removes obstacles
Provides support
Four major components




Motivation
Leader behavior
Subordinate characteristics
Task characteristics
Thought break…

Read your case study and as a group answer the questions.

Questions
Describe why Art and Tom appear to be less effective than
Carol.
1.
2.
How does the leadership of each of the three supervisors affect
the motivation of their requective subordinates?
3.
If you were consulting with Brako about leadership, what
changes and recommendations would you make regarding the
supervision of Art, Tom, and Carol?