Essay on Path Goal Theory

3997 Words Jan 26th, 2012 16 Pages
Path-Goal Analysis
House's (1971) Path-Goal Theory was developed to provide ways in which leaders can encourage and support their followers in achieving the goals they have been set by making a clear and easy path. According to House and Mitchell (1974) leaders can: 1) clarify the path so followers know the way to go, 2) help remove roadblocks, and 3) increase rewards along the path.

Normative Model

Vroom and Yetton (1973) defined five different decision procedures and the situational factors that influence a leaders decision making strategy. Two are autocratic (A1 and A2), two are consultative (C1 and C2) and one is Group based (G2). • A1: Leader takes known information and then decides alone. • A2: Leader gets
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Contingency leadership theory posits that for a leader to be effective there must be an appropriate fit between the leader’s behavior and the conditions of the situation. One of the more advanced contingency theories is the path–goal theory of leadership that formally links leadership and motivation theory (effort!performance!reward). Path–goal theory adds participative and achievement-oriented leader behaviors to directive and supportive behaviors to address the effort–reward linkage, performance–reward linkage, establish stretch performance goals, and clarifies of followers’ need for rewards (House & Mitchell, 1974). Finally, substitutes for leadership theory (Kerr & Jermier, 1977) identifies aspects of the situation that act to neutralize or substitute for leader behavior. ‘‘The idea that leaders could analyze their situation and tailor their behavior to it was compelling and is the foundation for much leadership training today’’ (Daft, 2001).
2.2.1. Path–goal leadership
Initially derived from expectancy motivation theory (Vroom, 1964), the path–goal theory of leadership attempts to explain how leaders can extrinsically and/or intrinsically motivate followers to simultaneously attain personal and organizational goals by achieving fit or congruence between the characteristics of subordinates and the task (Evans, 1970; House &
Mitchell, 1974). Leaders can increase follower

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