Describe House's path-goal theory, including leader behaviors and contingency factors. Describe and discuss at least one situation that shows how this model works.
What will be an ideal response?
A second popular situational theory, proposed by Robert House in the 1970s and revised in 1996, is the path-goal theory, which holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction. Leaders are expected to do this by (1) reducing roadblocks that interfere with goal accomplishment, (2) providing the guidance and support needed by employees, and (3) linking meaningful rewards to goal accomplishment.
Figure 13.3 shows that leadership effectiveness is influenced by the interaction between eight leadership behaviors and a variety of contingency factors. Two contingency factors-employee characteristics (i.e., locus of control, task ability, need for achievement, experience, and need for clarity) and environmental factors (i.e., task structure and work group dynamics)-are expected to cause different leadership behaviors to be more effective than others. Eight leader behaviors are path-goal clarifying, achievement oriented, work facilitation, supportive, interaction facilitation, group-oriented decision making, representation and networking, and value-based. There are not enough direct tests of House's revised path-goal theory to draw overall conclusions. Nonetheless, there are three important takeaways from this theory. (1) Use more than one style of leadership. (2) Help employees achieve their goals. (3) Model your leadership style to fit various employee and environmental characteristics.
Students should describe and discuss at least one situation that illustrates how the model works.
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A. 21 B. 39 C. 40 D. 65
What service imperative was described as receiving only secondary consideration at Sealink British Ferries?
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An important advantage of a corporate form of ownership is the reduction of stockholder liability
Indicate whether the statement is true or false
Qualitative non-financial performance measures:
a. are usually the most well received by managers. b. often reflect long-term organizational goals better than financial performance measures. c. success factors defined by the organization limited by the number of constraints. d. can only be developed in the production area of an organization.