chpt 7 p pathgoal

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Chapter 7 - Path-Goal Theory ApproachChapter 7 - Path-Goal Theory Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

Path-Goal Theory ApproachPath-Goal Theory ApproachPath-Goal Theory ApproachPath-Goal Theory Approach

LeadershipLeadershipTheory and Practice, Theory and Practice,

3/e3/ePeter G. Northouse, Ph.D.Peter G. Northouse, Ph.D.

William Kritsonis, PhDWilliam Kritsonis, PhDPresenterPresenter

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• Path-Goal Theory Approach Perspective

• Conditions of Leadership Motivation

• Leader Behaviors & Subordinate

Characteristics

• Task Characteristics

• How Does the PGT Approach Work?

OverviewOverviewOverviewOverview

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Path-Goal Theory Approach Path-Goal Theory Approach DescriptionDescription

Path-Goal Theory Approach Path-Goal Theory Approach DescriptionDescription

• Goal - Goal - To enhance employee To enhance employee performance and satisfaction by performance and satisfaction by focusing on employee motivationfocusing on employee motivation

• Premise Premise - Subordinates will be - Subordinates will be motivated if they believe: (a) they motivated if they believe: (a) they are capable of performing their are capable of performing their work; (b) that their efforts will be work; (b) that their efforts will be rewarded; and (c) that the payoff rewarded; and (c) that the payoff will be worthwhilewill be worthwhile

• Challenge Challenge - To use a leadership style - To use a leadership style that best meets subordinates’ that best meets subordinates’ motivational needsmotivational needs

• Path-goal theory Path-goal theory centers on how centers on how leaders motivate leaders motivate subordinates to subordinates to accomplish designated accomplish designated goalsgoals

PerspectivPerspectivee

PerspectivPerspectivee

DefinitionDefinitionDefinitionDefinition

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Conditions of Leadership MotivationConditions of Leadership MotivationConditions of Leadership MotivationConditions of Leadership Motivation

• It increases the It increases the numbernumber and and kinds kinds of payoffsof payoffs

• Path to the goal is Path to the goal is clearclear and easily and easily traveled with traveled with coachingcoaching and and directiondirection

• Obstacles and roadblocks are Obstacles and roadblocks are removedremoved

• The work itself is personally The work itself is personally satisfyingsatisfying

Leadership generates motivation when:Leadership generates motivation when:

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Leader Behaviors & Subordinate Leader Behaviors & Subordinate CharacteristicsCharacteristics


Subordinate CharacteristicsSubordinate CharacteristicsDirective LeadershipDirective Leadership

Leader who gives Leader who gives subordinates task instruction subordinates task instruction including:including:• What is expected of themWhat is expected of them• How task is to be doneHow task is to be done• Timeline for task completionTimeline for task completion

• Dogmatic & authoritarianDogmatic & authoritarian• Clarifies path to the goal,Clarifies path to the goal, making it less ambiguousmaking it less ambiguous• Authoritarian types feel more Authoritarian types feel more comfortable when leader comfortable when leader provides certainty in workprovides certainty in work settingsetting• External locus of control - External locus of control - outside forces control theiroutside forces control their circumstancescircumstances

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Subordinate Subordinate CharacteristicsCharacteristics

Supportive LeadershipSupportive LeadershipRefers to being friendlyRefers to being friendlyand approachable as a leader:and approachable as a leader:• Attends to subordinates’Attends to subordinates’ well-beingwell-being• Supportively attempts to makeSupportively attempts to make work environment pleasantwork environment pleasant• Treats subordinates as equals Treats subordinates as equals and with respectand with respect

• Need for affiliationNeed for affiliation• Friendly and concerned Friendly and concerned

leadership is a source ofleadership is a source of satisfactionsatisfaction

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Subordinate Subordinate CharacteristicsCharacteristics

Participative LeadershipParticipative LeadershipLeader who invites Leader who invites subordinates to share in the subordinates to share in the decision-makingdecision-making• Consults with subordinatesConsults with subordinates• Seeks their ideas & opinionsSeeks their ideas & opinions• Integrates their input into Integrates their input into organizational decisionsorganizational decisions

• Internal locus of controlInternal locus of control• Allows subordinates to feelAllows subordinates to feel in charge of their workin charge of their work• Makes them an integral partMakes them an integral part of the decision-makingof the decision-making processprocess

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Subordinate CharacteristicsSubordinate CharacteristicsAchievement OrientedAchievement OrientedLeader who challengesLeader who challengessubordinates to performsubordinates to performwork at the highest levelwork at the highest levelpossiblepossible• Establishes a high standard ofEstablishes a high standard of excellenceexcellence• Seeks continuous improvementSeeks continuous improvement• Demonstrates a high degree ofDemonstrates a high degree of confidence in subordinates’ confidence in subordinates’ ability to establish & achieveability to establish & achieve challenging goalschallenging goals

• High expectations & need to excelHigh expectations & need to excel• In ambiguous task situations,In ambiguous task situations, subordinates feel their effortssubordinates feel their efforts

will result in effective performancewill result in effective performance

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Task CharacteristicsTask CharacteristicsTask CharacteristicsTask Characteristics

• Unclear and ambiguous - Unclear and ambiguous - Leader needs Leader needs to provide structureto provide structure

• Highly repetitive Highly repetitive - Leader needs to - Leader needs to provide support to maintain provide support to maintain subordinate motivationsubordinate motivation

• Weak formal authority Weak formal authority - If formal - If formal authority system is weak, the leader authority system is weak, the leader needs to assist subordinates by making needs to assist subordinates by making rules and work requirements clearrules and work requirements clear

• Nonsupportive/weak group normsNonsupportive/weak group norms - - Leader needs to help build Leader needs to help build cohesiveness and role responsibilitycohesiveness and role responsibility

Task Situations Task Situations Requiring Leader Requiring Leader

InvolvementInvolvement

Task Situations Task Situations Requiring Leader Requiring Leader

InvolvementInvolvement

ComponenComponentsts

ComponenComponentsts

• Task characteristics:Task characteristics:– Design of

subordinates’ task– Organization’s

formal authority system

– Primary work group of subordinates

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Path-Goal Theory MatrixPath-Goal Theory MatrixPath-Goal Theory MatrixPath-Goal Theory Matrix

Directive LeadershipDirective Leadership““Provides guidanceProvides guidance

& psychological& psychologicalstructure”structure”

DogmaticDogmaticAuthoritarianAuthoritarian

AmbiguousAmbiguousUnclear rulesUnclear rules

ComplexComplex

Supportive LeadershipSupportive Leadership““Provides nurturance”Provides nurturance” UnsatisfiedUnsatisfied

Need affiliationNeed affiliationNeed human touchNeed human touch

RepetitiveRepetitiveUnchallengingUnchallenging

Mundane & mechanicalMundane & mechanical

Participative LeadershipParticipative Leadership““Provides involvement”Provides involvement” AutonomousAutonomous

Need for controlNeed for controlNeed for clarityNeed for clarity

AmbiguousAmbiguousUnclear Unclear

UnstructuredUnstructured

Achievement OrientedAchievement Oriented““Provides challenges”Provides challenges” High expectationsHigh expectations

Need to excelNeed to excelAmbiguousAmbiguousChallengingChallenging

ComplexComplex

LEADERLEADERBEHAVIORBEHAVIOR

GROUPGROUPMEMBERSMEMBERS

TASKTASKCHARACTERISTICSCHARACTERISTICS

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How Does the How Does the Path-Goal Path-Goal

Theory Approach Theory Approach Work?Work?

How Does the How Does the Path-Goal Path-Goal

Theory Approach Theory Approach Work?Work?• Focus of Path-Goal Theory Approach

• Strengths

• Criticisms

• Application

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Path-Goal Theory ApproachPath-Goal Theory ApproachPath-Goal Theory ApproachPath-Goal Theory Approach

• Path-goal theory is a complex Path-goal theory is a complex but also pragmatic approachbut also pragmatic approach

• Leaders should choose a Leaders should choose a leadership style that best fits leadership style that best fits the needs of subordinates and the needs of subordinates and their worktheir work

• Path-goal theory Path-goal theory provides a set of provides a set of assumptionsassumptions about how about how different leadership different leadership styles will interact with styles will interact with subordinate subordinate characteristics and the characteristics and the work situation to affect work situation to affect employee motivationemployee motivation

FocusFocusFocusFocus Overall ScopeOverall ScopeOverall ScopeOverall Scope

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StrengthsStrengthsStrengthsStrengths• Useful theoretical framework. Useful theoretical framework. Path-goal theory is a useful theoretical Path-goal theory is a useful theoretical

framework for understanding how various leadership behaviors affect the framework for understanding how various leadership behaviors affect the satisfaction of subordinates and their work performance.satisfaction of subordinates and their work performance.

• Integrates motivation.Integrates motivation. Path-goal theory attempts to integrate the Path-goal theory attempts to integrate the motivation principles of expectancy theory into a theory of leadership.motivation principles of expectancy theory into a theory of leadership.

• Practical model.Practical model. Path-goal theory provides a practical model that Path-goal theory provides a practical model that underscores and highlights the important ways leaders help subordinates.underscores and highlights the important ways leaders help subordinates.

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CriticismsCriticismsCriticismsCriticisms• Interpreting the meaning of the theory can be confusingconfusing 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 supportpartial support for path-goal theory.

• It fails to adequately explain the relationshiprelationship between leadership behavior and worker motivation.

• The path-goal theory approach treats leadership as a one-wayone-way event in which the leader affects the subordinate.

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ApplicationApplicationApplicationApplication• 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

chpt 7 p pathgoal

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