Discuss the expectancy theory of motivation as it relates to path-goal theory. What can leaders do to increase expectancy?

Question

What will be an ideal response?

Answer 1

Path-goal theory is based on the expectancy theory of motivation. Expectancy theory (Georgopoulos, Mahoney, & Jones, 1957; Vroom, 1964) basically states that people ask themselves three questions when deciding how much effort they are going to put into a task. First, they ask, “How likely is it that I can achieve this task—get it done—if I try?” Second, they ask, “If I get the job done, what is the likelihood that I’ll get a reward or benefit?” Third, “How much do I value the reward or benefit that I’ll get?” Expectancy theory argues that people answer these questions with probability estimates. For example, one person may think there’s a 90% chance that he or she could increase productivity to meet the new company goals, whereas another employee may estimate there is only a 50% chance. Lower probability estimates act as nagging doubts that lower one’s will to persevere or continue working. If you can’t ever achieve it, you might as well give up now. People may also be skeptical about the odds of being rewarded. Some may think there’s an 80% chance that the company will follow through on its promise to give bonuses, but others may think the odds are much less. For example, they may believe politics, being friends with the boss, or overall company profitability play a role in determining bonuses—not goal achievement. Again, these nagging doubts sap one’s will to perform. People may also vary in how much they value the rewards being offered. Some may place a high value on the bonus, while others may want more vacation time. Expectancy theory also argues that people take into account the costs associated with achievement, like the extra effort involved, less time with family, and so forth. The anticipated rewards have to outweigh the anticipated costs.
According to path-goal theory, it’s the job of the leader to banish these nagging doubts from the minds of their followers and make them confident they can get the job done and receive the rewards they deserve (Evans, 1970; House, 1971; House & Mitchell, 1974). Leaders engage in path clarification to let followers know what behaviors will be rewarded, to teach them how to achieve the task, and to remove other obstacles in the way of achievement. One of the more interesting concepts from path-goal theory concerns advice about when to give orders and be directive. New employees often find their jobs confusing and ambiguous, and even experienced employees may find certain aspects of their job confusing or unclear. Path-goal theory argues that employees appreciate directive behavior when it removes ambiguity and clarifies confusing situations. Under these circumstances, order giving and directive behavior reduces stress and increases satisfaction with the leader. On the other hand, telling people what to do when they already know what to do breeds resentment. The orders serve no useful purpose other than reminding employees who’s the boss.
Leaders can also engage in path clarification by providing emotional support. Leaders who provide emotional support can boost the confidence of employees that they can achieve the challenging goals or learn the new job. Emotional support also helps employees believe that the leader is looking out for them and will reward them fairly. In other words, supportive leader behaviors boost employees’ probability estimates that they can accomplish the task and will be rewarded. Supportive leaders may also help by making an otherwise boring job more fun by having office parties and other morale boosting activities.