Robert House's Path-Goal Theory

Robert House’s path goal theory is based upon the expectancy theory of motivation. (House, 1974) It is safe to assume that the path-goal theory is half leadership and half motivational. It was originated to help explain how leaders motivated their followers towards a desired end. The path-goal theory was derived from expectancy theory which argues that employees will be motivated knowing that there is a reward for them in the end. (House, 1974) The path-goal theory suggests that leaders will help followers by selecting a style of leadership that motivates them. By motivating the followers it will enable them to move forward towards the desired goal and be rewarded. In the same, followers are on a path towards a goal, and leaders are there …show more content…
(Evans, 1970) Supportive leadership is open, friendly and approachable and displays concern for employee’s well-being. The supportive style is most suitable for leaders to use when subordinates are showing a lack of confidence in their abilities to perform job duties. Directive leadership is when the leader is more involved in telling employees what to do, planning, directing, and emphasizing rules and regulations. This style may appear as aggressive and controlling to most. Participative leadership is when leaders consult their subordinates and encourage them to assist in the decision making process. The participative style is most effective when employees show a lack of judgment. Achievement oriented leadership is when leaders set challenging goals for employee’s and provide with them the guidance needed to achieve these goals. These leaders show a great deal of confidence in employee that they will assume responsibility and put forth effort in accomplishing goals. The achievement oriented style is most effective to implement when employees need a morale booster to help increase confidence …show more content…
Some common methods for doing this might be to select those who attain the required skills and knowledge to perform the job, provide adequate training, and allow for sufficient time for employees to complete these job duties. An effective leader will not only make it clear what expectations they have for employees but also they will assist employees with reaching the expected level of performance. Leaders should strive to increase the employee’s belief that their good performance will be rewarded. Leaders can discuss the rewards with employees that will result from good performance and provide feedback and examples of past rewards for similar performances. Specific performances should be directly linked to the desired rewards by the leader. Employees who are motivated by rewards must clearly see the rewards in the initial process before performing the work. Rewards should be of value to employees. Leaders should only distribute those rewards that employee views as valuable if not then they theory will be in vain. (Vroom, 1964) Leaders should refrain from the belief that all employees want the same rewards. Each employee differs some may desire a promotion whereas others may desire a day