Chapter 7 - Path-Goal Theory UTA

1、LeadershipJeffrey E. McGeePath-Goal Theory Path-Goal Theory Perspective Conditions of Leadership Motivation Leader Behaviors & Subordinate Characteristics Task Characteristics How Does the PGT Approach Work?OverviewPath-Goal Theory (House, 1971) DescriptionPath-goal theory centers on how leaders

2、 motivate subordinates to accomplish designated goalsEmphasizes the relationship between the leaders style the characteristics of the subordinatesthe work settingDefinitionPath-Goal Theory (House, 1971) Description Goal - To enhance employee performance and satisfaction by focusing on employee motiv

3、ation Motivational Principles (based on Expectancy Theory) - Subordinates will be motivated if they believe: they are capable of performing their workthat their efforts will result in a certain outcome that the payoffs for doing their work are worthwhilePerspectiveChallenge to Leader Use a Leadershi

4、p Style that best meets subordinates motivational needschoose behaviors that complement or supplement what is missing in the work settingenhance goal attainment by providing information or rewardsprovide subordinates with the elements they need to reach their goalsConditions of Leadership Motivation

5、 It increases the number and kinds of payoffs subordinates receive from their work Makes the path to the goal clear and easy to travel through with coaching and direction Removes obstacles and roadblocks to attaining the goal Makes the work itself more personally satisfyingLeadership generates motiv

6、ation when:Path-Goal Theory of LeadershipLeader is responsible for motivating employees to attain goals.Effective leaders boost employee motivation by illuminating the path toward organizational and personal goals and linking rewards to goal attainment.Source: House, Robert J., and T. R. Mitchell. 1

7、986. Path-goal theory of leadership. In Decision making: An organizational behavior approach, ed. J. M. Pennings. Princeton, NJ: Markus Wiener Publishers.The Path Goal FrameworkLeader BehaviorsDirective Leadership Leader who gives subordinates task instruction including:What is expected of themHow t

8、ask is to be doneTimeline for task completionClear standards of performanceClear rules & regulationsLeader BehaviorsSupportive LeadershipLeader who is friendly and approachable:Attending to well-being & human needs of subordinatesUsing supportive behavior to make work environment pleasantTre

9、ating subordinates as equals & giving them respect for their statusLeader BehaviorsParticipative Leadership Leader who invites subordinates to share in the decision-making:Consults with subordinatesSeeks their ideas & opinionsIntegrates their input into group/organizational decisionsLeader B

10、ehaviorsAchievement-Oriented Leadership Leader who challenges subordinates to perform work at the highest level possible:Establishes a high standard of excellence for subordinatesSeeks continuous improvementDemonstrates a high degree of confidence in subordinates ability to establish & achieve c

11、hallenging goalsSubordinate CharacteristicsStrong need for affiliationFriendly and concerned leadership is a source of satisfactionSupportive LeadershipPreference for Structure Dogmatic & authoritarian Leadership provides psychological structure, task clarity, & greater sense of certainty in

12、 work settingDirective LeadershipSubordinate CharacteristicsDesire for ControlInternal locus of controlLeadership that allows subordinates to feel in charge of their work & makes them an integral part of the decision-making processParticipative LeadershipExternal locus of controlLeadership that

13、parallels subordinates feelings that outside forces control their circumstancesDirective LeadershipSubordinate CharacteristicsPerception of their own ability specific taskAs perception of ability and competence goes up, need for highly directive leadership goes down Directive leadership may become r

14、edundant, possibly excessively controllingTask CharacteristicsDesign of subordinates task Organizations formal authority system Primary work group of subordinatesComponentsTask Characteristics Unclear and ambiguous - Leader needs to provide structure Highly repetitive - Leader needs to provide suppo

15、rt 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 Nonsupportive/weak group norms - Leader needs to help build cohesiveness and role responsibilityTask Situations Requir

16、ing Leader InvolvementTask Characteristics Anything in the work setting that gets in the way of subordinatesThey create excessive uncertainties, frustrations, or threats for subordinates Leaders responsibility is to help subordinates by Removing the obstaclesHelping subordinates around them Assistin

17、g with obstacles will increase Subordinates expectations to complete the taskTheir sense of job satisfactionObstaclesHow Does the Path-Goal Theory Approach Work? Focus of Path-Goal Theory Strengths Criticisms ApplicationHow Does Path-Goal Theory Work?The leaders job is to help subordinates reach the

18、ir goals by directing, guiding, and coaching them along the way Leaders must evaluate task and subordinate characteristics and adapt leadership style to these The theory suggests which style is most appropriate for specific characteristicsPath-Goal Theory Approach Path-goal theory is a complex but a

19、lso pragmatic approach Leaders should choose a leadership style that best fits the needs of subordinates and their work Path-goal theory provides a set of assumptions about how different leadership styles will interact with subordinate characteristics and the work situation to affect employee motiva

20、tionFocusOverall ScopePath-Goal Theory MatrixStrengths Useful theoretical framework. Path-goal theory is a useful theoretical framework for understanding how various leadership behaviors affect the satisfaction of subordinates and their work performance. Integrates motivation. Path-goal theory attem

21、pts to integrate the motivation principles of expectancy theory into a theory of leadership. Practical model. Path-goal theory provides a practical model that underscores and highlights the important ways leaders help subordinates.Criticisms Interpreting the meaning of the theory can be confusing be

22、cause 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 support for path-goal theory. It fails to adequately explain the relationship between leadership behavior and worker

23、motivation. The path-goal theory approach treats leadership as a one-way event in which the leader affects the subordinate.Application PGT offers valuable insights that can be applied in ongoing settings to improve ones leadership. Informs leaders about when to be directive, supportive, participativ

24、e, or achievement oriented. The principles of PGT can be employed by leaders at all organizational levels and for all types of tasks.Basic Concepts of Expectancy TheoryEffort-to-Performance Links Expectancy Employees perception of the likelihood that their efforts will enable them to attain their pe

25、rformance goals High expectancies create higher motivation than lower expectanciesPerformance-to-Outcome Links Outcome A consequence a person receives for his or her performance Instrumentality The perceived likelihood that performance will be followed by a particular outcome Valence The value an outcome holds for the person contemplating itMajor Elements of Expectancy TheoryV