Path-Goal Leadership Theory Essay -- Path-Goal Leadership Theory

Path-goal theory deals with the leader's style to motivate followers, to accomplish set goals (Northouse, 2010). The path-goal theory is simply the implication that a leader works with an individual to establish a goal. The leader does this by individual motivation to achieve the proposed goal, while working through obstacles that may hinder achieving that goal (Whitener, 2007). The basic assumption of path-goal theory is that the following motivates subordinates: the capability to perform the work, their efforts will result in a certain outcome, and the payoff will be worthwhile (Whitener, 2007). The path-goal theory is a pragmatic approach that the leader uses to motivate the followers to achieve the set goals. The path-goal theory is derived from the expectancy theory and contains four types of leadership behaviors: directive, supportive, participative, and achievement-oriented (Whitener, 2007). Directive leaders provide clear task instructions, timeline for task completion, and standards of expectancy and how to accomplish the task (Northouse, 2010). Supportive leaders are friendly and approachable, treat followers as equals, and attempt to make the work pleasurable for the follower (Whitener, 2007). A participative leader shares decision making with followers and integrates their suggestions and feedback into the task goals (Northouse, 2010). Finally, achievement-oriented leaders challenge followers to achieve excellence by encouraging them to work at the highest level of achievement possible (Northouse, 2010). However, each of the behaviors can be used individually or collectively as different situations call for different behaviors (Whitener, 2007). Follower characteristics describe how an individual will interpret ... ...ality, it is my belief it will prove also efficient. By automating the asset tracking processes, our people will be freed up to think and plan as opposed to do and react. In addition, our management will have the accurate and timely information they need to make strategic and tactical asset procurement, tracking and retirement decisions. Works Cited CSC. (2010). Retrieved from http://www.csc.com/global_alliances/alliances/32254-sap Kinicki, A., & Kreitner, R. (2009). Organizational behavior: Key concepts, skills and best practices (customized 4th ed.). New York, NY: McGraw-Hill Irwin. Northouse, P. (2010). Leadership theory and practice. Thousand Oaks, Ca.: Sage Publications, Inc. Whitener, J. K. (2007). Year of wonders: The wonder of leadership. Advances in Developing Human Resources, 9(2), 214-222,226-230,234-235. from ABI/INFORM Global.