The path-goal theory was first introduced by organizational behavior expert Martin G. Evans in 1970. Evans based his work on Victor Vroom’s expectancy theory, which suggests individuals are motivated to perform if they know their performance will be recognized and rewarded. Path-goal theory argues leadership is responsible for providing subordinates with the information and support required to achieve their goals.
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Understanding path-goal theory
The path-goal theory states that the behavior of a leader is related to the satisfaction, motivation, and performance of his or her subordinates.
The theory was later revised to include a stipulation that the leader must also act in a way that complements subordinate abilities and compensates subordinate deficiencies.
While the leader must exhibit different types of leadership behavior depending on the situation, they must always assist employees in achieving their goals.
Perhaps most importantly of all, the leader must ensure employee goals are aligned with organizational goals.
Path-goal theory leadership behavior
Evans identified four types of leadership behavior a senior staff member must display:
Directive path-goal clarifying leader behavior
Describing any instance where the leader verbalizes to subordinates what is expected of them and how to complete their tasks.
This form of leadership behavior is intrinsically rewarding for the subordinate when there is a degree of ambiguity around their role and task demands.
Achievement-oriented leader behavior
Where a leader sets high standards for subordinates and encourages these standards to be met by showing faith in their ability.
This type of behavior is prevalent in sales, engineering, science, entrepreneurship, and some technical jobs.
Participative leader behavior
These leaders are characterized by a preference to use a collaborative style of decision-making.
That is, they actively solicit the opinions and ideas of the subordinates and incorporate them into strategy.
Supportive leader behavior
Supportive leaders are friendly, approachable, and attend to the well-being of subordinates with empathy and understanding.
In so doing, they consider those ranked beneath them to be equals.
Path-goal theory follower behavior
Follower (or subordinate) behavior describes how followers interpret the behavior of their leader in a work context.
In turn, these characteristics determine whether each subordinate considers their leadership satisfying or as a way to reach future satisfaction.
Communication and leadership consultant Peter G. Northouse subsequently defined four follower behaviors:
Need for affiliation
Followers with a strong preference for affiliation prefer friendly and supportive leaders characterized by the fourth type of leadership behavior mentioned earlier.
Preference for structure
Followers who work in uncertain situations naturally prefer leaders who remove that uncertainty with direction, structure, and task clarity.
These so-called directive leaders also set clear, unambiguous goals.
Desire for control
This may be characterized by an internal locus of control where the follower believes they are in control of their own life.
But it may also describe an external locus of control, where the individual believes external events or influences largely dictate what happens to them.
Followers with an internal locus prefer participative leaders since they prefer to feel in control of decision-making.
Followers with an external locus prefer the actions of a directive leader because that style of leadership reinforces their beliefs about how the world operates.
Self-perceived level of task ability
According to Northouse, the extent to which an individual believes they can complete a task is negatively correlated with directive leadership.
In theory, this makes sense, because followers who are given the freedom and autonomy to complete a task do not require a controlling, assertive leader.
Key takeaways
Path-goal theory argues leadership is responsible for providing subordinates with the information and support required to achieve their goals. The theory was developed by Martin G. Evans, who based it on Vroom’s expectancy theory.
Path-goal theory argues leaders must compensate for employee deficiencies and complement employee abilities depending on the situation. This adaptiveness is facilitated by leadership exhibiting four different styles: directive, participative, supportive, and achievement-oriented.
Path-goal theory also defines four styles of subordinate behavior which determine the degree to which a follower is satisfied with their superior. These include a need for affiliation, preference for structure, desire for control, and self-perceived level of task ability.
Key Highlights – Path-Goal Theory of Leadership:
Introduction and Foundation: The Path-Goal Theory of Leadership was introduced by Martin G. Evans in 1970, building on Victor Vroom’s Expectancy Theory. This theory suggests that individuals are motivated when they believe their performance will be recognized and rewarded.
Central Idea: Path-Goal Theory asserts that leadership’s role is to provide subordinates with the necessary guidance and support to achieve their goals, leading to increased satisfaction, motivation, and performance.
Alignment with Subordinate Abilities: The theory evolved to emphasize that leaders should adapt their behavior to complement the abilities of their subordinates and address their deficiencies. Effective leadership styles vary based on the situation.
Leader’s Role in Goal Achievement: The leader’s primary duty is to assist employees in reaching their goals. A crucial aspect is aligning employee objectives with the broader organizational goals.
Four Leadership Behaviors:
Directive Path-Goal Clarifying: Leaders clearly communicate tasks and expectations to subordinates, suitable for ambiguous situations.
Achievement-Oriented: Leaders set high standards and show confidence in subordinates’ capabilities, often found in technical or goal-oriented roles.
Participative: Leaders involve subordinates in decision-making, fostering a collaborative environment.
Supportive: Leaders are approachable, empathetic, and attentive to the well-being of subordinates, treating them as equals.
Subordinate Behavior:
Need for Affiliation: Followers seek friendly and supportive leaders who prioritize their well-being.
Preference for Structure: Followers in uncertain situations prefer leaders who provide clear direction and task clarity.
Desire for Control: Internal control seekers prefer participative leaders, while external control seekers prefer directive leaders.
Self-Perceived Task Ability: Followers with high confidence in their abilities are more comfortable with autonomy and less directive leadership.
Key Takeaways:
Path-Goal Theory emphasizes that leadership involves guiding and supporting subordinates to achieve their goals.
The theory identifies four leadership behaviors: directive, achievement-oriented, participative, and supportive.
Subordinate behaviors impact their perception of leadership effectiveness, including the need for affiliation, preference for structure, desire for control, and self-perceived task ability.
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Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.
