Path-Goal Theory Approach

1. Path-Goal Theory Approach AGED 3153

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

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: • they are capable of performing their work • their efforts will be rewarded • 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 Obstacle(s) Goal(s) (Productivity) Path Subordinates Path • 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. Leader Behaviors Directive Supportive Participative Achievement-oriented Subordinate Characteristics Task Characteristics Goal(s) (Productivity) Subordinates Motivation

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

11. Interesting work Opportunity to develop special abilities Enough information Enough authority Enough help & equipment Friendly & helpful co-workers Opportunity to see results of work Competent supervision Responsibilities clearly defined Good pay Good pay Enough help & equipment Job security Enough information Interesting work Friendly & helpful co-workers Responsibilities clearly defined Opportunity to see results of work Enough authority Competent supervision Thought break results… Blue-collar workers White-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. Directive Leader gives instructions about task Including expectations How it is to be done Time line Supportive Leader attends human needs Friendly Approachable Treated equal Participative Leader invites sub. to share in decision making Consults Obtains ideas/opinions Integrates suggestions Achievement-Oriented Leader challenges sub. to perform Highest level Seeks continuous improvement Confident in sub. capabilities Leader Behaviors

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. 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 Subordinate Characteristics

16. Design of subordinates’ task Organization’s formal authority system Primary work group of subordinates Task Characteristics

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 Task Characteristics Group Members Leader Behavior

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. • 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 • Describe why Art and Tom appear to be less effective than Carol. • How does the leadership of each of the three supervisors affect the motivation of their requective subordinates? • If you were consulting with Brako about leadership, what changes and recommendations would you make regarding the supervision of Art, Tom, and Carol?