This document discusses obstacles in the workplace and leadership styles to overcome them. It defines obstacles as hindrances that make goals difficult to achieve. Effective leaders clarify goals, directions, and motivate employees. Leaders can use directive, supportive, participative, or achievement-oriented styles depending on the obstacle. The case study examines a team facing obstacles and how the leader could address issues like lack of motivation.

1. © 2015 SAGE Publications, Inc.

2. © 2015 SAGE Publications, Inc.
Chapter Objectives
• Discuss the concept of obstacles in the
workplace.
• Discuss obstacles in practice.
• Highlight seven major obstacles derived from
path-goal theory of motivation.
• Describe each obstacle and the various ways
leaders can respond to these obstacles

3. © 2015 SAGE Publications, Inc.
• What are some of the obstacles you
have experienced as a leader?
• How can you motivate an
underperforming group?

4. © 2015 SAGE Publications, Inc.
Obstacles Explained
• An obstacle is a hindrance, problem, or
hurdle that gets in the way of followers
and makes it difficult for followers to reach
their goal.
• It could be physical (e.g., bad work space)
or task-related (e.g., complex work
process).

5. © 2015 SAGE Publications, Inc.
• Obstacles are an integral part of our lives.
o Leaders must help others overcome these
obstacles.
o Leaders need to first figure out what the
problems are and then determine how best to
solve them.
o If a leader does this, employees will be more
motivated, productive, and satisfied with their
work.

6. © 2015 SAGE Publications, Inc.
• Whether it is by listening to their complaints,
encouraging them, or providing counsel, there are
many ways a leader can be helpful to his or her
subordinates.
• Challenges for a leader are to figure out what the
problems are and to decide what to do to solve them.
• Path-goal leadership addresses the way leaders can
assist others in overcoming obstacles that hinder
productivity.
o Leaders need to choose a style that best fits the needs of
individuals & the work they do.
o Leaders should help individuals define the goals & paths to
reaching these goals.

7. © 2015 SAGE Publications, Inc.
• It is not uncommon for individuals to be unclear
or confused about their goals.
• Sometimes the goal is unknown, obscure, or
hidden among competing goals.
• When goals are not apparent, people are less
likely to be successful.
• Leaders need to make goals clear.
o If goal is vague → Clarify it
o If goal is embedded among other goals →
Identify it

8. © 2015 SAGE Publications, Inc.
• Ineffective performance results from unclear directions
from leaders.
• Directions that are vague, confusing, rambling,
imprecise, or incomplete can have a debilitating effect
on individuals.
o People lose the capacity to move forward
o Group members feel lost; they do not know how to reach
their goal
• Leaders must define the path to the goal.
• Individuals vary in their need for direction.
• GPS metaphor

9. © 2015 SAGE Publications, Inc.
Obstacle Three: Low Motivation
• Hundreds of articles have been written in an attempt
to explain human motivation.
• Path-goal leadership incorporates expectancy
theory as a way to motivate others.
o Expectancy Theory suggests people will be more
motivated when the effort they put into a task leads to
an expected outcome that they value.
o This occurs when individuals:
 feel competent
 get what they expect
 value what they do

10. © 2015 SAGE Publications, Inc.
• Solution: Give relevant support.
• Let people know that they are competent.
• Make sure the outcome people expect from
their effort is achievable and will likely occur.
• Help others see the value in their work
performance through monetary rewards,
positive personal feedback, or special
achievement awards.

11. © 2015 SAGE Publications, Inc.
Obstacle Four: Complex Tasks
• When the task is unstructured, ambiguous, or
complex, it creates an obstacle for
individuals.
• Some may feel overwhelmed in these
situations.
• When leaders simplify complex tasks, it helps
others feel more competent about their work.

12. © 2015 SAGE Publications, Inc.
• When the task is complex the leader
needs to be directive and clarify the
path to the goal.
• Directive leaders give others
instruction, including:
o What is expected of them
o How it is to be done
o Timeline for when it should be completed
o Setting clear performance standards

13. © 2015 SAGE Publications, Inc.
• Sometimes the obstacle is simplicity.
o Simple, repetitive tasks can negatively
affect motivation.
o There is little excitement about doing the
same job over and over; simple tasks
become dull.

14. © 2015 SAGE Publications, Inc.
• Solution: Give support and nurturance
o It is important for leaders to use a
supportive style—It provides what is
missing by giving nurturance when group
members are engaged in boring tasks.
o Social support can take a variety of forms
and it shows care for the well-being of the
worker.

15. © 2015 SAGE Publications, Inc.
• Having a “voice” in what happens is very
important to people.
o People want to “fit in.”
o By expressing their thoughts & opinions, individuals
feel like they are making a contribution to the group.
• Leaders should use a participative style to
address the issue of low involvement.
o Leaders invite others to share in the ways and
means of getting things done. They create a climate
that is open to new and diverse opinions.

16. © 2015 SAGE Publications, Inc.
• Some people do not work well because they do not
feel challenged by what they are doing.
o Without challenge, people find work uninteresting.
o As a result, they work less or quit & find something more
challenging.
• Leaders should adopt an achievement-oriented style of
leadership.
o Challenge individuals to perform at the highest level.
o Set standards of excellence & challenge others to meet
them.

17. © 2015 SAGE Publications, Inc.
Leadership Snapshot: Bill Courtney
• Bill Courtney faced huge obstacles when he volunteered
to coach Manassas’ struggling football team in 2002.
• Record of 5-95 for the past 10 years, roster of only 17
players, lack of equipment, reputation as a doormat team
were among the obstacles Bill faced.
• Personal obstacles such as players living in poverty,
most without fathers were also very challenging.
• For Courtney, it became more than just teaching the
basic of block, hit, and tackle. The job morphed into
becoming a coach of his players’ characters, resolve,
and integrity.

18. © 2015 SAGE Publications, Inc.
Leadership Snapshot: Bill Courtney
• One of his players joined after a stint at the juvenile
detention facility and subsequently got into trouble on the
team with other coaches. Bill did not kick him off the
team to show his commitment to help the young man.
• His coaching did come with a sacrifice of his time with
his business and family.
• In 2009, the team went 9-1. Courtney helped a couple of
his students fight adversity while the 9-1 season.
• Bill’s philosophy is to “build a relationship with your
players and find out who they are: what their fears are,
what excites them and what hurts them…”

19. © 2015 SAGE Publications, Inc.
Case Study: Obstacles Case Study
• Obviously, things are not working out well for Trey and his
team. If you were Trey, how would you have proceeded from
the beginning to help the team avoid or overcome its
obstacles?
• Based on the seven obstacles discussed in this chapter,
identify which obstacles each of the team members (Claire,
Shelby, Marco, and Garrett) is facing.
• Some of Trey’s team members seem to lack motivation.
Based on expectancy theory, how could Trey help team
members feel competent, get what they expect, and value
what they do?
• Based on how his team is feeling and doing, identify three
specific things Trey could do to help his students.

20. © 2015 SAGE Publications, Inc.
Summary
• Challenges and difficulties will always be
present for people in the workplace.
• Effective leaders help individuals define their
goals and the paths they wish to take to meet
those goals.
• Four leadership styles can be used to help
people overcome obstacles: directive,
supportive, participative, and achievement
oriented.