Path-goal

theory
Martin Evans and Robert
House(1971)
Path-goal theory
The path-goal theory states that a leader's behavior is
contingent to the satisfaction, motivation and
performance of their employees.
It is the leader's job to assist followers in attaining
goals and to provide the direction and support needed
to ensure that their goals are compatible with the
organization's goals. This theory is based on
expectancy theory.
Path-goal theory (description)
 It is about how leaders motivate followers to accomplish
designated goal.
 The stated goal of leadership is to enhance employee
performance and employee satisfaction by focusing on
employee motivation.
 Emphasizes the relationship between the leader’s style and
characteristics of the followers and the work setting.
Path-goal theory suggests:
Each type of leader behavior has a different kind of impact on
subordinates' motivation
Whether or not a particular leader behavior is motivating on
o Subordinate characteristics
o Task characteristics
Leadership behavior
Supportive
leadership
Refers to being friendly,
approachable and supportive as
a leader and includes:
 Attending to well-being and
human needs of subordinates;
 Using supportive behavior to
make work environment
pleasant and more tolerant;
 Increase self-confidence and
lower anxiety;
Participative
Leadership
Leaders who invites
subordinates to share in the
decision-making
A participative leader:
 Consults with subordinate
 Seeks ideas and opinions
 Integrates their inputs into
group decisions
 Leaders who challenges subordinates to
perform work at the highest level possible

Achievement- An achievement-oriented leader:

 Establishes a high standard of excellence for
Oriented subordinates;
 Seeks continuous improvements;
Leadership  Demonstrates a high degree of confidence
in subordinates’ ability to establish and
achieve challenging goals.
 Leader who gives subordinates task
instructions including:
Directive What is expected of the
Leadership How task is to be done
Timeline for task completion
For role ambiguity
Some suggests increasing incentives
and strengthening reward
contingencies as two mechanisms of
directive leadership for the valence
and instrumentality components
Task and Environmental Characteristics
Overcoming obstacles is a special focus of path-goal theory. If
an obstacle becomes too strong, then the leader needs to step
in and help the employee select a path to work around it. Some
of the more difficult task characteristics that often arise are:
• Design of the task
• Formal authority system
• Work group
Thank you