Path Goal Theory Reformulated

- Robert J. House (1996)

Class Presentation Rajeev R. Pandey
EMBA, KUSOM July, 2013

GOAL

Background
Leader must adapt to the development level of subordinates

Match between leaders style and specific situational variables Relationship between leaders styles and subordinates motivation and performance in different work settings
Challenge is to use leadership styles that best meet subordinates motivational needs

Assumptions
Based on ValenceExpectancy Theory
Subordinates Level of Effort Valued Outcome

Path-Goal Theory
Effective Performance Job Satisfaction Role Clarity

Problems of 1970 Version

Leader Behavior Description Questionnaire (LBDQ) and Supervisory Behavior Description Questionnaire (SBDQ)
o Could not measure behaviors relevant to Path-Goal Theory

Job ambiguity and repetitive tasks could not be correlated with satisfaction and performance in all cases of White and Blue collar jobs

5 Motivational variables were seldom validated

o o o o o Intrinsic valence of behavior Expectancy that effort leads to accomplishment Intrinsic valence of goal accomplishment Expectancy that goal accomplishment leads to valence rewards The valence rewards available to followers

Inadequate testing of Path-Goal Theory Limited into person and task oriented paradigm (1950-1970)

PG Theory looks like Marxist theory because its about people and their need
Commented by a High Gov. Officer of China

Founding Axioms - Assumptions

Acceptable

The 1996 Path-Goal Theory of Work Unit Leadership

Satisfaction to Subordinates

Enhance

Good Orientation

Leader Behavior

Enhance

Motivation

Enhance

Task relevant Abilities

Enhance

Collaboration

Basic Idea Behind Path-Goal Theory

GOAL

Independent Variables : Leader Behaviors

Leadership Behavior Subordinate Characteristics Task Characteristics Ambiguous Unclear tasks and rules Complex Ambiguous Challenging Complex Unambiguous Ambiguous Challenging Normal Repetitive Unchallenging Mundane Directive (Path-Goal clarifying) Provides guidance and Dogmatic psychological structure Authoritarian

Archievement Oriented Provides challenges

Work Facilitation Provides Coaching, Mentoring, Encouragement, Facilitation, Coordination, Reciprocal Coordination Supportive Provides nurturance, better relationship and trust

High expectations Need to excel

Lack of relevant task knowledge & experience Subordinates have knowledge and experience Unsatisfied Need affiliation Need human touch

Independent Variables : Leader Behaviors

Subordinate Leadership Behavior Characteristics Interaction Facilitation Unsatisfied Effective Communication, Reluctant towards Dispute Resolution, Equal Teamwork & Treatment Collaboration Posing Problems Group Oriented Decision Low in quality and Participative and Group Decision acceptance of decisions Task Characteristics Highly Interdependent

Specialized Repetitive Highly Interdependent Representation and Networking Effective Trading Partners Build relationships Resourceless workgroups Required Risky Value Based Demanding Value Uncertain Emerges in Crisis Lack Vision Need Envisionment Autonomous Shared Leadership Need for Control Participative and Collaborative Need for Clarity Highly Interdependent

Discussion
Leadership
Changes with Context

Leadership Behavior Depends on his/her

Ability Social Skills Feeling comfortable with

Strengths
Provides theoretical framework for Leadership behavior and Subordinates satisfaction and performance Integrates the Motivational principles of expectancy theory into Leadership Theory Very practical model with many independent variables

Criticism
Interpreting the theory can be confusing because of many different aspects considered Difficult to use fully to improve leadership in given organizational context Only partial empirical evidence in its support Fails to explain HOW various behaviors increase motivation and performance Places more responsibilities on Leaders and much less on subordinates Makes subordinates dependent on leaders

Application
Helps to inform us WHEN
o To show different behaviors o Tasks are clear or ambiguous or challenging or dull o Subordinates need Vision, knowledge, training, encouragement and motivation

Central purpose is to help subordinates define their goals and then help to reach goals in most efficient manner

Thank You