Path-Goal Theory (Type IV)

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Path-Goal Theory (Type IV)

• A leaders responsibility is to increase
  subordinates' motivation by
• Clarifying the subordinates' path (i.e., helping
  them reach the goal)
• Giving things they value as rewards for reaching
  the goal
• A major contribution is the Achievement
  Oriented leadership style in which the leader is
  able to provide challenging goals that give
  subordinates an incentive

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Path-Goal Theory

• Situational Variables
• Follower Characteristics
• e.g, abilities, motivation
• Workplace Characteristics
• e.g., task difficulty

• Leader Behaviors
• Directive leadership
• Achievement-Oriented leadership
• Supportive leadership
• Participative leadership

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Path-Goal Theory Recommendations

• They dont know what to do -
• DIRECTIVE LEADERSHIP
• They dont think they can do it -
• SUPPORTIVE LEADERSHIP
• They dont think they will get rewarded -
• SUPPORTIVE LEADERSHIP

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Path-Goal Theory Recommendations

• They dont view the task as challenging-
• ACHIEVEMENT-ORIENTED LEADERSHIP
• They dont consider the reward worth the effort-
• PARTICIPATIVE LEADERSHIP

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Leadership and Cultural Differences

• Effectiveness of leader behaviors varies with
  national culture
• Participative Leadership
• Useful in most countries

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Newer Leadership Concepts

• Not as highly developed as leadership theories.
• Transformational Leader
• Brings about innovation and change.
• Inspires followers to work toward a vision.
• Traditional theories viewed as emphasizing
  Transactional leadership.

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Transformational Leadership

• Compared to Transactional
• Higher productivity
• Higher employee satisfaction
• Less employee stress
• Lower turnover
• Best leaders both Transformational and
  Transactional (provide order, consistency,
  attention to detail).

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Charismatic Leader

• Leader whose personality motivates subordinates
  to achieve the leaders vision.
• Charismatic Leader may or may not be successful
  in bringing about change, but a Transformational
  leader is likely to be charismatic.

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Kinds of Charismatic Leaders

• Unethical Charismatics
• motivated by self-interest
• control and manipulate followers
• Ethical Charismatics
• concerned with the interests of the group
• recognize others contributions

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Substitutes for Leadership

• Substitutes accomplish by other means what
  leaders do
• Formalization
• Highly structured tasks
• Automatic feedback
• Intrinsic satisfaction
• Training/experience
• Professionalism
• Group cohesiveness

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TYPES OF FOLLOWERS
Employee Activity/ Initiative
Survivors
High
Employee Critical Thinking
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How can you improve leadership?

• Change your leadership style
• How much you guide followers in the task
• How much challenge you provide
• How much you effort you put into building
  relationships
• How much you permit followers to participate
• Use Reward Power effectively
• Increase Referent (Charisma) and Expert Power
• Develop a Vision of the future and inspire
  followers