2. Path Goal Theory
Developed by House and Dressler (1974).
Based on Expectancy theory of motivation.
Views manager as coach or guide to workers to
choose the best “path”.
Provides cognitive(intellectual) approach to
understanding motivation.

3. What should leaders
do?(according to this theory)
Engage in different types of leadership behavior
depending on the nature and demand of a
particular situation.
Ensure that follower’s goals are congruent with
the organization goals.
Help employeees reach personal &
organizational goals by pointing out paths they
should follow and providing them means to do so.

4. What traits of followers can affect
the impact of leaders on them?
Authoratative
Systematic
Visionary
Persuasive Energetic
Calculative
Dutiful
Enterprising Inquistive
Innovative
Initiator

5. According to locus of
control
Personal
efforts
Decision
making
skills
Internals
Luck
Destiny
Externals

6. 4 Leadership styles

7. Directive Leadership
Task oriented behavior
Tells subordinates what they are expected to do,
how and when.
Includes: developing systems, procedures, rules
and regulations, et al.
Example????

8. Supportive Leadership
Shows genuine concern and support for
subordinates.
Courteous and friendly interactions, enquires
about the well-being, and needs, approachable,
discusses.
Relation-oriented behavior

9. Participative Leadership
Creates environment of trust, engages subordinates
in consultations, and encourages their participation
in decision-making.
Shares work problem with team and takes
suggestions
Evaluates the suggestions and accept/reject, taking
followers in confidence.
Example???

10. Achievement-Oriented
Leadership
Exhibits both demanding and supporting
interactions
sets challenging goals for subordinates
Involves them to improve performance
Drives them to improve performances.

11. Interesting Combinations
Locus of control Leadership style
Internal Participative
External Directive

12. Application based on
situation
Newly
formed
team
Directive
(what and
how to do it)
Reduced
role
ambiguity
Higher
Effort &
Satisfaction
Substandard
Performance(no
rewards for
performance)
Directive (makes
reward available
and contingent
on performance)
Clearer
performance-to-
reward
links(increased
valence)
Higher Effort &
Satisfaction