Presentation on theme: "Chapter 6: Path-Goal Theory.

 Path–Goal
Theory Perspective  Conditions of Leadership Motivation  Leader
Behaviors & Follower Characteristics  Task."— Presentation
transcript:

1  Chapter 6: Path-Goal Theory

2   Path–Goal Theory Perspective  Conditions of Leadership Motivation  Leader Behaviors &

Follower Characteristics  Task Characteristics  How Does PGT Work? Overview Peter G.
Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

3   Path–goal theory centers on how leaders motivate followers to accomplish designated goals
 Emphasizes the relationship between  the leader’s style  the characteristics of the followers 
the work setting Definition Peter G. Northouse, Leadership: Theory and Practice, Seventh
Edition. © 2016 SAGE Publications, Inc. Path–Goal Theory (House, 1971) Description

4   Goal - To enhance employee performance and satisfaction by focusing on employee

motivation  Motivational Principles (based on Expectancy Theory) - Followers will be motivated
if they believe  they are capable of performing their work  that their efforts will result in a
certain outcome  that the payoffs for doing their work are worthwhile Perspective Peter G.
Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

5  Challenge to Leader  Use a leadership style that best meets followers’ motivational needs 
choose behaviors that complement or supplement what is missing in the work setting 
enhance goal attainment by providing information or rewards  provide followers with the
elements they need to reach their goals Peter G. Northouse, Leadership: Theory and Practice,
Seventh Edition. © 2016 SAGE Publications, Inc.

6  Conditions of Leadership Motivation  It increases the number and kinds of payoffs followers
receive from their work  Makes the path to the goal clear and easy to travel through with
coaching and direction  Removes obstacles and roadblocks to attaining the goal  Makes the
work itself more personally satisfying Leadership generates motivation when Peter G.
Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

9  Leader Behaviors Directive Leadership  Leader who gives followers task instruction
including:  What is expected of them  How task is to be done  Timeline for task completion 
Clear standards of performance  Clear rules & regulations Peter G. Northouse, Leadership:
Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

10  Supportive Leadership Leader who is friendly and approachable :  Attending to well-being

& human needs of followers  Using supportive behavior to make work environment pleasant 
Treating followers as equals & giving them respect for their status Peter G. Northouse,
Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc. Leader
Behaviors

11  Participative Leadership  Leader who invites followers to share in the decision making: 
Consults with followers  Seeks their ideas & opinions  Integrates their input into
group/organizational decisions Peter G. Northouse, Leadership: Theory and Practice, Seventh
Edition. © 2016 SAGE Publications, Inc. Leader Behaviors

12  Achievement-Oriented Leadership  Leader who challenges followers to perform work at

the highest level possible:  Establishes a high standard of excellence for subordinates  Seeks
continuous improvement  Demonstrates a high degree of confidence in followers’ ability to
establish & achieve challenging goals Peter G. Northouse, Leadership: Theory and Practice,
Seventh Edition. © 2016 SAGE Publications, Inc. Leader Behaviors

13  Follower Characteristics Strong need for affiliation  Friendly and concerned leadership is a
source of satisfaction  Supportive Leadership Preference for Structure  Dogmatic &
authoritarian Leadership provides psychological structure, task clarity, & greater sense of
certainty in work setting  Directive Leadership Peter G. Northouse, Leadership: Theory and
Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

14  Desire for Control Internal locus of control  Leadership that allows followers to feel in
charge of their work & makes them an integral part of the decision-making process 
Participative Leadership External locus of control  Leadership that parallels followers’ feelings
that outside forces control their circumstances  Directive Leadership Peter G. Northouse,
Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc. Follower
Characteristics

15  Perception of their own ability – specific task  As perception of ability and competence
goes up, need for highly directive leadership goes down  Directive leadership may become
redundant, possibly excessively controlling Peter G. Northouse, Leadership: Theory and
Practice, Seventh Edition. © 2016 SAGE Publications, Inc. Follower Characteristics

16  Task Characteristics  Design of followers’ task  Organization’s formal authority system 

Primary work group of followers Components Peter G. Northouse, Leadership: Theory and
Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

17  Task Characteristics  Unclear and ambiguous - Leader needs to provide structure  Highly
repetitive - Leader needs to provide support to maintain follower motivation  Weak formal
authority - If formal authority system is weak, the leader needs to assist followers by making
rules and work requirements clear  Nonsupportive/weak group norms - Leader needs to help
build cohesiveness and role responsibility Task Situations Requiring Leader Involvement Peter
G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
18   Anything in the work setting that gets in the way of followers  They create excessive
uncertainties, frustrations, or threats for followers  Leader’s responsibility is to help followers
by  Removing the obstacles  Helping followers around them  Assisting with obstacles will
increase  Followers’ expectations to complete the task  Their sense of job satisfaction
Obstacles Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE
Publications, Inc. Task Characteristics

19  How Does the Path–Goal Theory Work?  Focus of Path–Goal Theory  Strengths  Criticisms
 Application Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016
SAGE Publications, Inc.

20   The leader’s job is to help followers reach their goals by directing, guiding, and coaching
them along the way  Leaders must evaluate task and follower characteristics and adapt
leadership style to these  The theory suggests which style is most appropriate for specific
characteristics Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016
SAGE Publications, Inc. How Does the Path–Goal Theory Work?

21  Path–Goal Theory Approach  Path–goal theory is a complex but also pragmatic approach 
Leaders should choose a leadership style that best fits the needs of followers and their work 
Path–goal theory provides a set of assumptions about how different leadership styles will
interact with follower characteristics and the work situation to affect employee motivation
FocusOverall Scope Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. ©
2016 SAGE Publications, Inc.

23  Strengths  Useful theoretical framework. Path–goal theory is a useful theoretical

framework for understanding how various leadership behaviors affect the satisfaction of
followers and their work performance.  Integrates motivation. Path–goal theory attempts to
integrate the motivation principles of expectancy theory into a theory of leadership.  Practical
model. Path–goal theory provides a practical model that underscores and highlights the
important ways leaders help followers. Peter G. Northouse, Leadership: Theory and Practice,
Seventh Edition. © 2016 SAGE Publications, Inc.

24  Criticisms  Interpreting the meaning of the theory can be confusing because it is so

complex and incorporates so many different aspects of leadership; consequently, it is difficult
to implement.  Empirical research studies have demonstrated only partial support for path–
goal theory.  It fails to adequately explain the relationship between leadership behavior and
worker motivation.  The path–goal theory approach treats leadership as a one- way event in
which the leader affects the follower. Peter G. Northouse, Leadership: Theory and Practice,
Seventh Edition. © 2016 SAGE Publications, Inc.

25  Application  PGT offers valuable insights that can be applied in ongoing settings to improve
one’s leadership.  Informs leaders about when to be directive, supportive, participative, or
achievement oriented.  The principles of PGT can be employed by leaders at all organizational
levels and for all types of tasks. Peter G. Northouse, Leadership: Theory and Practice, Seventh
Edition. © 2016 SAGE Publications, Inc.

Presentation on theme: "Path-Goal Theory Approach AGED 3153. ~

Marian Anderson Leadership should be born out of the
understanding of the needs of those who would be affected."—
Presentation transcript:

1  Path-Goal Theory Approach AGED 3153

2  ~ Marian Anderson Leadership should be born out of the understanding of the needs of
those who would be affected by it.

3  Overview Path-goal theory approach perspective Conditions of leadership motivation Leader

behaviors Subordinate characteristics Task characteristics How does the PGT approach work?

4  Path-Goal Theory 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 Centers on how leaders motivate subordinates to
accomplish designated goals

5  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

6  Path-Goal Theory Goal(s)(Productivity) Subordinates Path Obstacle(s) Effective Path-Goal

Leadership Defines goals Clarifies path Removes obstacles Provides support

7  Path-Goal Theory Complex Best understood by identifying large components Motivation

Leader behaviors Subordinate characteristics Task characteristics

8  Task Characteristics Motivation Goal(s)(Productivity) Subordinates Subordinate

Characteristics Leader Behaviors DirectiveSupportiveParticipativeAchievement-oriented

9  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
10  Thought break… 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
Motivations of white-collar & blue-collar workers 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
White-collar workers Blue-collar workers

11  Thought break results… 1. Interesting work 2. Opportunity to develop special abilities 3.

Enough information 4. Enough authority 5. Enough help & equipment 6. Friendly & helpful co-
workers 7. Opportunity to see results of work 8. Competent supervision 9. Responsibilities
clearly defined 10. Good pay 1. Good pay 2. Enough help & equipment 3. Job security 4. Enough
information 5. Interesting work 6. Friendly & helpful co-workers 7. Responsibilities clearly
defined 8. Opportunity to see results of work 9. Enough authority 10. Competent supervision
White-collar workers Blue-collar workers

12  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?

13  Leader Behaviors Directive Leader gives instructions about task Including expectations How
it is to be done Time lineSupportive Leader attends human needs Friendly Approachable
Treated equalParticipative Leader invites sub. to share in decision making Consults Obtains
ideas/opinions Integrates suggestionsAchievement-Oriented Leader challenges sub. to perform
Highest level Seeks continuous improvement Confident in sub. capabilities

14  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

15  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

16  Task Characteristics Design of subordinates’ task Organization’s formal authority system

Primary work group of subordinates

17  Task Situations Requiring Leader Involvement Unclear and ambiguous Leader needs to
provide structure Highly repetitive Leader needs to provide support to maintain subordinate
motivation Weak formal authority 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
18  Path-Goal Theory Matrix Directive Leadership Dogmatic Authoritarian Ambiguous Unclear
rules Complex Supportive Leadership Unsatisfied Need affiliation Need human touch Repetitive
Unchallenging Mundane & Mechanical Participative Autonomous Need for control Need for
clarity Ambiguous Unclear Unstructured Achievement Oriented High Expectations Need to
excel Ambiguous Challenging Complex Leader Behavior Group Members Task Characteristics

19  How does the path-goal theory work?

20  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

21  Effective Leaders Tend to subordinates’ needs Help define goals & paths Help confront
obstacles

22  What are the strengths of the path-goal theory?

23  Strengths Useful theoretical framework For understanding how various leadership

behaviors affect the satisfaction of subordinates and their work performance. Integrates
motivation Attempts to integrate the motivation principles of expectancy theory. Practical
model Underscores and highlights the important ways leaders help subordinates.

24  What are the weaknesses of the path-goal theory?

25  Criticisms Complex Incorporates numerous aspect of leadership; consequently, it is difficult

to implement. Partially Supported Empirical research studies do not provide full & consistent
picture of basic assumptions. Inadequate explanation Of the relationship between leadership
behavior and worker motivation. one-way Treats leadership as a one-way event All
responsibility placed on leader.

26  How do you use the path-goal theory?

27  Application Offers valuable insights Can be applied in ongoing settings to improve one’s
leadership. Informs leaders about when to be Directive Supportive Participative Achievement
oriented Employed by leaders At all organizational levels and for all types of tasks

28  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
29  Thought break… Read your case study and as a group answer the questions. Questions 1.
Describe why Art and Tom appear to be less effective than Carol. 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?

Presentation on theme: "Path-Goal Theory Approach AGED 3153. ~

Marian Anderson Leadership should be born out of the
understanding of the needs of those who would be affected."—
Presentation transcript:

1  Path-Goal Theory Approach AGED 3153

2  ~ Marian Anderson Leadership should be born out of the understanding of the needs of
those who would be affected by it.

3  Overview Path-goal theory approach perspective Conditions of leadership motivation Leader

behaviors Subordinate characteristics Task characteristics How does the PGT approach work?

4  Path-Goal Theory Explains how leaders can help subordinates along path to goals selecting
specific behaviors best suited to subordinate needs and the situation Centers on how leaders
motivate subordinates to accomplish designated goals

5  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

6  Path-Goal Theory (s) (Productivity) Subordinates Obstacle(s) Effective Path-Goal Leadership

Defines goals Clarifies path Removes obstacles Provides support

7  Path-Goal Theory Complex Best understood by identifying large components Motivation

Leader behaviors Subordinate characteristics Task characteristics

8  Task Characteristics Motivation Goal(s) (Productivity) Subordinates Subordinate

Characteristics Leader Behaviors Directive Supportive Participative Achievement-oriented
9  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

10  Leader Behaviors Leader gives instructions about task Including expectations How it is to
be done Time line Leader attends human needs Friendly Approachable Treated equal Leader
invites sub. to share in decision making Consults Obtains ideas/opinions Integrates suggestions
Leader challenges sub. to perform Highest level Seeks continuous improvement Confident in
sub. capabilities

11  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

12  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

13  Task Characteristics Design of subordinates’ task Organization’s formal authority system

Primary work group of subordinates

14  Task Situations Requiring Leader Involvement Unclear and ambiguous Leader needs to
provide structure Highly repetitive Leader needs to provide support to maintain subordinate
motivation Weak formal authority 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

15  Path-Goal Theory Matrix Directive Leadership Dogmatic Authoritarian Ambiguous Unclear

rules Complex Supportive Leadership Unsatisfied Need affiliation Need human touch Repetitive
Unchallenging Mundane & Mechanical Participative Autonomous Need for control Need for
clarity Ambiguous Unclear Unstructured Achievement Oriented High Expectations Need to
excel Ambiguous Challenging Complex Leader Behavior Group Members Task Characteristics

16  How does the path-goal theory work?

17  What are the strengths of the path-goal theory?

18  What are the weaknesses of the path-goal theory?

19  How do you use the path-goal theory?