|
|
This is only a preview of the paper
Click here to register and get the full text.
Existing members click here to login
|
|
|
Another situational leadership theory is the path-goal
model developed primarily by Robert House. This model is
fairly well known because it is based upon a popular theory
of motivation — expectancy theory. The path-goal model
explains how leaders can facilitate task performance by
showing subordinates how their performance can be
instrumental in achieving desired rewards. Expectancy
theory explains how an individual’s attitudes and behavior
are influenced by the relationships between effort and
performance (goal paths) and the valence of the rewards
(goal attractiveness). ... The path-goal model
claims that the most effective leaders are those who help
subordinates folio’s the path to receiving valued rewards.
Essentially, the model explains what leaders should do to
influence the perceptions of subordinates about their work,
the personal goals of subordinates, and the various paths
to goal attainment. The model claims that leader behavior
is motivating and satisfying to the extent that it
clarifies the paths to the goals and increases goal
attainment,
Leader behaviors. The path-goal model suggests that
leadership consists of two basic functions. The first
function is path clarification: the leader helps
subordinates understand which behaviors are necessary to
accomplish the tasks. ...
Unlike Fiedlers model, which suggested that leadership
style was resistant to change, the path-goal model suggests
that these four styles can be performed by the same manager
at different times and in different situations. In other
words, the path-goal theory suggests that if a directive
leader discovers the situation has changed and now requires
a participative leader, it is possible.
Approximate Word count = 1162
Approximate Pages = 4.6
(250 words per page double spaced)
|
|
|
|
|
|