This document discusses the path-goal leadership theory. It defines path-goal theory as stating that leaders can increase subordinate satisfaction and performance by clarifying goals and rewards. It outlines the basic assumptions of path-goal theory and describes four leadership styles: directive, supportive, participative, and achievement-oriented. It explains when each style is most appropriate to use based on task and employee characteristics. Finally, it provides resources for further reading on organizational behavior and leadership theories.

1. Organisational Behaviour
Unit 12
Lecture 14

2. Topics to cover
 Organisational behaviour – concepts
and philosophies
 Path-goal leadership theory (House &
Mitchell) and the link to performance and
productivity.
2

3. 3
Path-Goal Theory
Path-Goal Theory
A leadership theory that
states that leaders can
increase subordinate
satisfaction and
performance by
clarifying and clearing
the paths to goals and
by increasing the
number and kinds of
rewards available for
goal attainment.

4. Basic Assumptions of
Path-Goal Theory
Clarify paths to goals
Clear paths to goals by solving problems
and removing roadblocks
Increase the number and kinds of rewards
available for goal attainment
Do things that satisfy followers today or will
lead to future rewards or satisfaction
Offer followers something unique and valuable
beyond what they’re experiencing

5. 5
Leadership Styles
 Directive
 clarifying expectations and guidelines
 Supportive
 being friendly and approachable
 Participative
 allowing input on decisions
 Achievement-Oriented
 setting challenging goals

6. Leadership Styles
Directive leadership involves letting employees know precisely what is
expected of them, giving them specific guidelines for performing tasks,
scheduling work, setting standards of performance, and making sure that
people follow standard rules and regulations.
Supportive leadership involves being friendly and approachable to
employees, showing concern for them and their welfare, and creating a
friendly climate. Supportive leadership is very similar to considerate leader
behavior. Supportive leadership often results in employee job satisfaction
and satisfaction with leaders. This leadership style may also result in
improved performance when it increases employee confidence, lowers
employee job stress, or improves relations and trust.

7. Leadership Styles
Participative leadership involves consulting employees for their
suggestions and input before making decisions. Participation in decision
making should help followers understand which goals are most important
and clarify the paths to accomplishing them. Furthermore, when people
participate in decisions, they become more committed to making them
work.
Achievement-oriented leadership means setting challenging goals,
having high expectations of employees, and displaying confidence that
employees will assume responsibility and put forth extraordinary effort.

8. Path Goal Theory: When to Use
Leadership Styles
Directive Leadership Supportive Leadership
 Unstructured tasks
 Inexperienced workers
 Workers with low perceived ability
 Workers with external locus of
control
 Unclear formal authority system
 Structured, simple, repetitive
tasks
 Stressful, frustrating tasks
 When workers lack confidence
 Clear formal authority system
Participative Leadership Achievement-Oriented Leadership
 Experienced workers
 Workers with high perceived ability
 Workers with internal locus of
control
 Workers not satisfied with rewards
 Complex tasks
 Unchallenging tasks

9. Path – goal theory of leadership
Figure 8.6

10. 10

11. 11

12. 12

13. 13

16. Video: Social Capital Theory
 https://www.youtube.com/watch?v=sts9upO
A9EU (duration: 4 mins)
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17. 17

18. Class Activity
Question Answer;
 What is an organisational culture?
 Define organisational politics.
 Different views of power.
 Identify different organizational structure.
 Maslow & Herzberg theory.
 How to develop an effective team?
 Path-goal leadership theory
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19. Resources
 Archer, D. and Cameron, A. (2013) Collaborative Leadership;
Building Relationships, Handling Conflict and Sharing Control. 2nd
Ed. London: Routledge.
 By, R.T. and Burnes, B. (2013) Organizational Change, Leadership
and Ethics: Leading Organisations Towards Sustainability. London:
Routledge.
 Huczynski, A. and Buchanan, D. (2013) Organisational Behaviour.
8th Ed. Harlow: Pearson.
 Levi, D. (2014) Group Dynamics for Teams. 4th Ed. London: SAGE.
 Rollinson, D. (2008) Organisational Behaviour and Analysis: An
Integrated Approach. 4th Ed. London: Pearson.

20. THANKS

21. If you have any questions
about this presentation,
please contact any member
of the academic department.