summary of articles on path goal theory

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University of Toronto Scarborough
Management (MGS)
Craig Weaver

Path-goal theory of leadership - The contingency of the theory specify some of the circumstances in which each of the behaviours is likely to be effective or ineffective. - The essenceof the theory is for leader to be effective engage in behaviour that complement subordinates environment and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and work unit performance. - Path goal theory concerns relationship between formally appointed superior and subordinates. How superior affect the motivation and satisfaction of subordinate. - A theory of task and person oriented supervisory behaviour. - individual will be effective if they complement the environment (ensure subordinate can attain work goals so they will experience intrinsic satisfaction and receive rewards) Independent variables: leader behaviour - 2 general classes of leader behaviour: path-goal behavior and behavior directed toward satisfying subordinates needs. - House and Mitchell defined 4 kinds of behaviours: 1. directive path-goal clarifying leader behaviour - behaviour directed toward providing psychological structure for subordinates - Reduce subordinate role ambiguity, clarify follower perception concerning the degree to which their effort would result in successful performance (goal attainment), and the degree to which performance would be extrinsically rewarded with recognition by the leader through pay, advancement, job security. 2. supportive leader behaviour - behaviour directed toward the satisfaction of subordinates needs - create a friendly and psychologically supportive work environment - supportive leader is a source of self confidence, social satisfaction, stress reduction and alleviation of frustration for subordinate - Supportive leader behaviour was expected to increase performance when behaviour was contingent on goal-directed effort. 3. participative leader behaviour - Behaviour toward encouragement of subordinate influence on decision making and work unit operation - Participative leader was asserted to have 4 effects:
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