Path Goal Theory

Foundations

Path-Goal Theory (pp. 195) the leader’s unique need to provide for follower satisfaction, motivation, and performance under four different task conditions: boring, ambiguous, instructed, and lack of challenge

Role Ambiguity- calls for directive leadership to clarify the path to performance. The reduction of role ambiguity enables followers to see their way more clearly toward performance accomplishment (pp. 195)

Propositions of Path-Goal Theory (pp. 202):

1. Leader behavior is acceptable and satisfying to subordinates to the extent that the subordinates see such behavior as either an immediate source of satisfaction or as instrumental to future satisfaction
2. The leader’s behavior will be motivational to the extent that
   1. such behavior makes satisfaction of subordinates’ needs contingent on effective performance
   2. such behavior complements the environment of subordinates by providing the coaching, guidance, support, and rewards necessary for effective performance

Roots in expectancy theory (pp 201), people are satisfied with their job if they think it leads to things that are highly valued, and they work hard if they believe that effort leads to things that are highly valued.

Some people do not think this theory has been adequately tested (pp. 196)

Scholars

House & Mitchell; Inuvik;

Research

House, R. J. & Mitchell, T. R. (1974). Path-Goal theory of leadership. Journal of Contemporary Business. 81-97.

Notes

Hypotheses on how the leader affects the paths and goals of subordinates (pp. 201):

• how the leader affects the subordinates’ expectations that effort will lead to effective performance and valued rewards
• how this expectation affects motivation to work hard and perform well

Related Theories

Contingency Theories; Contingency Theory of Leadership (Fiedler); Expectancy Theory