Path Goal Theory

Let’s take a look at the path goal theory of leadership. Just as its name suggests, path-goal theory states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment.

Said another way, leaders need to clarify how followers can achieve organizational goals, take care of problems that prevent followers from achieving goals, and then find more and varied rewards to motivate followers to achieve those goals.

Leaders must meet two conditions for path clarification, path clearing, and rewards to increase followers’ motivation and effort. First, leader behavior must be a source of immediate or future satisfaction for followers. Second, while providing the coaching, guidance, support, and rewards necessary for effective work performance, leader behaviors must complement and not duplicate the characteristics of followers’ work environments.

In contrast to Fiedler’s contingency theory, path-goal theory assumes that leaders can change and adapt their leadership styles. Directive leadership involves let-ting employees know precisely what is expected of them, giving them specific guidelines for performing tasks, scheduling work, setting standards of performance, and making sure that people follow standard rules and regulations. Supportive leadership involves being approachable and friendly to employees, showing concern for them and their welfare, treating them as equals, and creating a friendly climate.

Participative leadership involves consulting employees for their suggestions and input before making decisions. Achievement-oriented leadership means setting challenging goals, having high expectations of employees, and displaying confidence that employees will assume responsibility and put forth extraordinary effort.

Path-goal theory specifies that leader behaviors should be adapted to subordinate characteristics. Perceived ability is simply how much ability subordinates believe they have for doing their jobs well. Locus of control is a personality measure that indicates the extent to which people believe that they have control over what happens to them in life.

The formal authority system is an organization’s set of procedures, rules, and policies. Primary work group refers to the amount of work-oriented participation or emotional support that is provided by an employee’s immediate work group.

Does following path-goal theory improve subordinate satisfaction and performance? Preliminary evidence suggests that it does. In particular, people who work for supportive leaders are much more satisfied with their jobs and their bosses. Likewise, people who work for directive leaders are more satisfied with their jobs and bosses (but not quite as much as when their bosses are supportive) and perform their jobs better, too.