Image by Getty Images via @daylifeOriginally published at Top Ten Management on The Path-goal Leadership Theory: An Overview of The Path-goal Theory
Introduction
Leadership is commonly perceived as being powerful and having all the control. This concept does not apply to organizations. In the business world, effective leadership isn’t about coming out on top. The fundamentals involve managing personalities, leading by example, displaying the proper amount of control, delegating responsibilities efficiently, listening to suggestions, and communicating what needs to be done. A successful business requires leadership that is capable of establishing a direction while simultaneously motivating its followers. This is the foundation of the path-goal theory. This theory states, “The leader’s job is to assist followers in obtaining their goals and to provide direction or support needed to ensure their goals are compatible with the goals of the organization” (Robbins, & Coulter, 2009).
The Idea in a Nutshell
The concept of the path-goal theory is that there are several different forms of leadership that should be taken into account depending on the nature of the situation. The type of guidance required is contingent upon several factors such as the capabilities and emotional state of the employees, the timeline of the work, and the complexity of the project. This theory was originated in 1971 by Robert House. It constitutes four different behaviors: directive, achievement-oriented, participative, and supportive. These styles increase effort and improve performance. Empirical evidence would prove a large portion of the success of a company can be accredited to the style of leadership used to encourage employees. A workforce that is properly directed and incessantly motivated will undoubtedly be more efficient which will increase the economic benefits for the corporation. Ultimately, management is the key factor in maintaining a strong workforce.
The Top Ten Things You Need to Know About the Path-Goal Theory
1. There are two variables that manipulate which leadership style will be chosen:
1. The follower’s attributes which include experience, self-confidence, and locus of control. These factors affect how the behaviors are interpreted by the worker.
2. The task’s attributes are basically affected by the structure, the type of management, and the workers assigned to the task. These environmental aspects determine the most effective style of leadership.
2. A leader can affect its workforce by exploiting several different methods. He or she can offer incentives or rewards for exceptional performance, clarify the direction in which to achieve these goals, or simplify the path to complete a given task. The option of utilizing a strong or narrow approach is contingent on “the situation, including the follower’s capability and motivation, as well as the difficulty of the job and other contextual factors” (”Path-goal theory of…”).
3. The path-goal theory of leadership was inspired by the concept that a particular path will lead to a particular goal. This is the general idea of the whole theory. If the right management behavior is selected, there will be a greater chance of the achievement of the desired goal and the maximization of profits.
4. In 1996, a revised version of the theory was developed. It includes a crucial point that the leader has the responsibility of employing a style of leadership that not only complements the worker’s performance; it makes up for the employee’s lack of abilities as well. When a leader compensates for deficiencies, the workforce is significantly improved.
5. The reality of the business world is that the top priority is the bottom line. To maximize the industry’s revenue, management must be knowledgeable and capable of effectively directing the task at hand. Leaders must also be flexible concerning which leadership path to take. It is essential for them to be versatile considering there are several different types of situations.
6. Leadership behavior is multi-faceted. Many elements such as “initiating structure” have been evaluated to further clarify the path-goal theory. This particular aspect generates the idea that the leader specifies details and expectations of a given task. Initiating structure is helpful in ambiguous situations.
7. The Supportive leadership style is sensitive to the needs and self-esteem of the worker. The leader displays courtesy and concern for the subordinate’s welfare. As a result, a warm and friendly atmosphere is created. This style is most effective when the task at hand is stressful.
8. The Participative leadership style consults with workers to include them in the decision-making process. The subordinates relay their suggestions or concerns to their superior and the ideas are taken into account prior to making the decisions. This technique works best when the workers are experienced and their expertise is needed.
9. The Directive leadership style clarifies what is expected of the worker and what needs to be done to successfully complete the task. The leader provides specific instructions and proper guidance when giving the subordinate a task. This method is very helpful regarding an ambiguous task or an inexperienced worker.
10. The Achievement-oriented leadership style sets challenging goals and high expectations for the worker. This ultimately benefits the worker because they are continually improving themselves, learning how to handle multiple responsibilities, and increasing their confidence in their ability to achieve goals. This style is appropriate when the task is complex.
My Take
The path-goal theory is still relevant both inside and outside of the field of business. There are many different types of leaders around the world who should exercise this theory to improve their leadership skills. Whether it’s pertaining to the royalty of England or a teacher in a classroom, the path-goal theory is a great guide to use when determining what methods will be most effective in achieving a desired goal. A typical leader is intrinsically one-dimensional, therefore; they will be authoritative, controlling, impatient, and insensitive. Followers have all different types of personalities which would frequently clash with these harsh traits. Consequently, counter-production will inevitably occur. To avoid this inefficiency, the leader should choose a style of leadership depending on the nature of the situation. Managers should be knowledgeable of this theory because it is primarily applied in the business world. A manager that adjusts his leadership style according to the unique situation would gain respect and ultimately create a strong employer-employee relationship that would be highly effective in the workplace.
References
Path-goal theory. Wikipedia. Retrieved (2010, June 14) from http://en.wikipedia.org/wiki/Path%E2%80%93goal_theory
Path-goal theory summary. (n.d.). Retrieved from http://faculty.css.edu/dswenson/web/LEAD/path-goal.html
Path-goal theory of leadership. (n.d.). Retrieved from http://changingminds.org/disciplines/leadership/styles/path_goal_leadership.htm
Robbins, Stephen, & Coulter, Mary. (2009). Management. New Jersey: Pearson Education.
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Contact Info: To contact the author of “Top Ten Management on the Path-Goal Theory,” please email Chancie Sibley at chancie.sibley@selu.edu.
David C. Wyld (dwyld.kwu@gmail.com) is the Robert Maurin Professor of Management at Southeastern Louisiana University in Hammond, Louisiana. He is a management consultant, researcher/writer, and executive educator. His blog, Wyld About Business, can be viewed at http://wyld-business.blogspot.com/. He also maintains compilations of his student’s publications regarding book reviews (http://wyld-about-books.blogspot.com/) and international foods (http://wyld-about-food.blogspot.com/).
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