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PATH GOAL THEORY OF LEADERSHIP

PATH GOAL THEORY OF LEADERSHIP
        Robert J. House and Martin Evans have developed another situational theory of leadership which is based earlier concepts of Georgopoulos and his colleagues. The theory proposes that “the degree to which leadership behavior matches situational factors will determine the level of subordinate motivation, satisfaction and performance. The theory has been called ‘path-goal’ because it focuses on how the leader influence the followers’ perceptions of work goals, self-development goals, and paths to goal attainment. Here and effective leader provides subordinate with a path to a valued goal.
         “The motivational function of the leader consist of increasing personal payoffs to subordinate for work-goal attainment, and making the path to these payoff easier to travel by clarifying it, reducing road blocks and pitfalls, and increasing the opportunities for personal satisfaction in route.”
         This model is developed on similar lines of Vroom’s expectancy theory of motivation. Here path-goal refer to similar terms as effort-to-performance and performance-to-reward expectations and valence. The main function of the leader’s observable behavior and believe that managers can either match the situation to the leader or modify the leader’s behavior to fit situation.
          Thus, leader may be required to adopt different styles of leadership behavior as the situation changes. House has identified four distinct styles of leadership as follow-
1. Directive Leadership: It involves giving specific directions to subordinate and asking them to follow what is expected of them.
2. Supportive Leadership: It includes being friendly and approachable to subordinate.

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