THE PATH-GOAL THEORY OF LEADERSHIP

Another important contingency approach to leadership is the path-goal theory. Developed jointly
by Martin Evans and Robert House, the path-goal theory focuses on the situation and leader
behaviors rather than on fixed traits of the leader. In contrast to the LPC theory, the path-goal
theory suggests that leaders can readily adapt to different situations. Basic Premises

The path-goal theory has its roots in the expectancy theory of motivation. Recall that expectancy
theory says that a person’s attitudes and behaviors can be predicted from the degree to which the
person believes job performance will lead to various outcomes (expectancy) and the value of
those outcomes (valences) to the individual. The path-goal theory of leadership argues that
subordinates are motivated by their leader to the extent that the behaviors of that leader influence
their expectancies. In other words, the leader affects subordinates’ performance by clarifying the
behaviors (paths) that will lead to desired rewards (goals). Ideally, of course, getting a reward in
an organization depends on effective performance. Path-goal theory also suggests that a leader
may behave in different ways in different situations. Path-goal theory identifies four kinds of
leader behavior: directive, supportive, participative, and achievement-oriented. With directive
leadership, the leader lets subordinates know what is expected of them, gives specific guidance
as to how to accomplish tasks, schedules work to be done, and maintains definitive standards of
performance for subordinates. A leader exhibiting supportive leadership is friendly and shows
concern for subordinates’ status, well-being, and needs. With participative leadership, the leader
consults with subordinates about issues and takes their suggestions into account before making a
decision. Finally, achievementoriented leadership involves setting challenging goals, expecting
subordinates to perform at their highest level, and showing strong confidence that subordinates
will put forth effort and accomplish the goals. Unlike the LPC theory, path-goal theory assumes
that leaders can change their behavior and exhibit any or all of these leadership styles.