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- 1. Classical Theories OfClassicalTheories Of LeadershipLeadership Modesto TomeldanModesto Tomeldan
- 2. Classical Theories ofLeadershipClassical Theories of Leadership Path-Goal Theory of LeadershipPath-Goal Theory of Leadership • BackgroundBackground Based on Vroom’s expectancy theory (1964)Based on Vroom’s expectancy theory (1964) Working theory of motivationWorking theory of motivation • Maslow’s hierarchy of needsMaslow’s hierarchy of needs Nature of needs and goalsNature of needs and goals Physiological, security, belongingness, self-esteem andPhysiological, security, belongingness, self-esteem and self-actualizationself-actualization Self-actualizationSelf-actualization - Most important need- Most important need - Continue to be a need- Continue to be a need
- 3. Classical Theories ofLeadershipClassical Theories of Leadership Path-Goal Theory of LeadershipPath-Goal Theory of Leadership Working theory of motivationWorking theory of motivation • Path-goal approachPath-goal approach Individuals are goal-directedIndividuals are goal-directed Interrelationship between actions or behaviorInterrelationship between actions or behavior Individual perceptionIndividual perception First introduced by Martin Evans in 1970First introduced by Martin Evans in 1970 Developed by House in 1971Developed by House in 1971
- 4. Classical Theories ofLeadershipClassical Theories of Leadership What is Path-Goal TheoryWhat is Path-Goal Theory • Leaders enhance the workforce expectancies,Leaders enhance the workforce expectancies, instrumentalities and valences (Wofford & Liska, 1993)instrumentalities and valences (Wofford & Liska, 1993) Path (Guide)Path (Guide) Goal (Daily work activities)Goal (Daily work activities) Employee and work environmentEmployee and work environment Augment motivation, empowerment & satisfactionAugment motivation, empowerment & satisfaction Focus on effective productivityFocus on effective productivity Leaders choose behavior that fits the workplace forLeaders choose behavior that fits the workplace for employeesemployees
- 5. Classical Theories ofLeadershipClassical Theories of Leadership Path-Goal Theory of LeadershipPath-Goal Theory of Leadership ObjectivesObjectives • Leaders’ effective roles and behaviorsLeaders’ effective roles and behaviors • Exploration of situational contingencies inExploration of situational contingencies in behavior modification (Malik, 2012behavior modification (Malik, 2012).). Leadership Behavioral StylesLeadership Behavioral Styles 1. Directive1. Directive 2. Achievement-oriented2. Achievement-oriented 3. Participative3. Participative 4. Supportive4. Supportive
- 6. Classical Theories ofLeadershipClassical Theories of Leadership Path-Goal Theory of LeadershipPath-Goal Theory of Leadership • StructureStructure Leaders psychological configurationLeaders psychological configuration • TaskTask • ProceduresProcedures • Clarity of expectationsClarity of expectations • RelationshipRelationship • PositivePositive • SupportSupport • ExpectationsExpectations
- 7. Classical Theories ofLeadershipClassical Theories of Leadership Charismatic LeadershipCharismatic Leadership Heroic leadershipHeroic leadership Extraordinary leaderExtraordinary leader Implies radical changeImplies radical change • Charismatic Leadership-Attribution TheoryCharismatic Leadership-Attribution Theory BehaviorBehavior • Novel and Appealing VisionNovel and Appealing Vision • Emotional Appeals to ValueEmotional Appeals to Value • Unconventional BehaviorUnconventional Behavior • Self-SacrificesSelf-Sacrifices • Confidence and OptimismConfidence and Optimism
- 8. Classical Theories ofLeadershipClassical Theories of Leadership Charismatic Leadership-Self-Concept TheoryCharismatic Leadership-Self-Concept Theory • Influencing ProcessInfluencing Process Personal IdentificationPersonal Identification • Subordinates identify themselves with the leaderSubordinates identify themselves with the leader Social IdentificationSocial Identification • Subordinates take pride for being part of the groupSubordinates take pride for being part of the group InternalizationInternalization • Subordinates’ task are inseparable with their self-Subordinates’ task are inseparable with their self- worth and self concept (Yukl, 2012).worth and self concept (Yukl, 2012).
- 9. Classical Theories ofLeadershipClassical Theories of Leadership Charismatic Leadership-Self-Concept TheoryCharismatic Leadership-Self-Concept Theory • Influencing ProcessInfluencing Process Self EfficacySelf Efficacy • It’s a personal belief of being competent and skilledIt’s a personal belief of being competent and skilled to accomplish difficult tasks.to accomplish difficult tasks. Collective EfficacyCollective Efficacy • It’s the concept team work.It’s the concept team work. Emotional ContagionEmotional Contagion • Leaders’ behavior and attitudes can change subordinates wayLeaders’ behavior and attitudes can change subordinates way of thinking and work approach.of thinking and work approach.
- 10. Classical Theories ofLeadershipClassical Theories of Leadership Transformational LeadershipTransformational Leadership Change agentsChange agents • Transform subordinates beliefs, attitudes and motivationsTransform subordinates beliefs, attitudes and motivations • ReformationReformation Involve values and ethical issuesInvolve values and ethical issues • Personal positive attitudesPersonal positive attitudes • IntegrityIntegrity • TrustTrust Provide a visionProvide a vision • DirectionDirection • PurposePurpose
- 11. Classical Theories ofLeadershipClassical Theories of Leadership Transformational LeadershipTransformational Leadership Four Behavioral DimensionsFour Behavioral Dimensions • Idealized influenceIdealized influence Leader’s power, confidence and transcendent idealsLeader’s power, confidence and transcendent ideals (Cavazotte, Moreno, & Bernardo, 2013).(Cavazotte, Moreno, & Bernardo, 2013). Leader’s actions reflects his/her values and convictions.Leader’s actions reflects his/her values and convictions. • Inspirational motivationInspirational motivation Leader’s ability to motivate and inspireLeader’s ability to motivate and inspire Promote individual performancePromote individual performance Goal attainmentGoal attainment
- 12. Classical Theories ofLeadershipClassical Theories of Leadership Transformational LeadershipTransformational Leadership Four Behavioral DimensionsFour Behavioral Dimensions • Intellectual stimulationIntellectual stimulation Leader’s questions of the status quoLeader’s questions of the status quo Leader’s stimulation of subordinates own thinkingLeader’s stimulation of subordinates own thinking • Individual considerationIndividual consideration Leader’s supportLeader’s support EncouragementEncouragement Promote enhancementPromote enhancement
- 13. Classical Theories ofLeadershipClassical Theories of Leadership ConclusionConclusion Leaders and subordinates play an important roleLeaders and subordinates play an important role WorkforceWorkforce WorkplaceWorkplace Vision and missionVision and mission MotivationMotivation InfluenceInfluence DirectionDirection
- 14. References:References: • Cavazotte,F., Moreno, V., & Bernardo, J. (2013). TransformationalCavazotte, F., Moreno, V., & Bernardo, J. (2013). Transformational Leaders and Work Performance: The Mediating Roles of IdentificationLeaders and Work Performance: The Mediating Roles of Identification and Self-efficacy.and Self-efficacy. BAR - Brazilian Administration ReviewBAR - Brazilian Administration Review,, 1010(4), 490-(4), 490- 512.512. • Downey, H., Sheridan, J. E., & Slocum Jr., J. W. (1975). Analysis ofDowney, H., Sheridan, J. E., & Slocum Jr., J. W. (1975). Analysis of Relationships Among Leader Behavior, Subordinate JobRelationships Among Leader Behavior, Subordinate Job Performance and Satisfaction: A Path-Goal Approach.Performance and Satisfaction: A Path-Goal Approach. Academy Of Management JournalAcademy Of Management Journal,, 1818(2), 253-262.(2), 253-262. doi:10.2307/255528doi:10.2307/255528
- 15. Classical Theories ofLeadershipClassical Theories of Leadership ReferencesReferences • Evans, M. G. (1996). R.J. House's `a path-goal theory of leaderEvans, M. G. (1996). R.J. House's `a path-goal theory of leader effectiveness.'.effectiveness.'. Leadership QuarterlyLeadership Quarterly,, 77(3), 305.(3), 305. • Evans, M. G. (1970). Leadership and Motivation: A Core Concept.Evans, M. G. (1970). Leadership and Motivation: A Core Concept. Academy Of Management JournalAcademy Of Management Journal,, 1313(1), 91-102.(1), 91-102. doi:10.2307/254928doi:10.2307/254928 • Dessler, G., & Valenzi, E. R. (1977). Initiation of Structure andDessler, G., & Valenzi, E. R. (1977). Initiation of Structure and Subordinate Satisfaction: A Path Analysis Test of Path-GoalSubordinate Satisfaction: A Path Analysis Test of Path-Goal Theory.Theory. Academy Of Management JournalAcademy Of Management Journal,, 2020(2), 251-259.(2), 251-259. doi:10.2307/255398doi:10.2307/255398
- 16. Classical Theories ofLeadershipClassical Theories of Leadership ReferencesReferences • Malik, H. S. (2012). A Study of Relationship between Leader Behaviors andMalik, H. S. (2012). A Study of Relationship between Leader Behaviors and Subordinate Job Expectancies: A Path-Goal Approach.Subordinate Job Expectancies: A Path-Goal Approach. Pakistan Journal OfPakistan Journal Of Commerce & Social SciencesCommerce & Social Sciences,, 66(2), 357-371.(2), 357-371. • House, R. J. (1971). A Path Goal Theory of Leader Effectiveness.House, R. J. (1971). A Path Goal Theory of Leader Effectiveness. Administrative Science QuarterlyAdministrative Science Quarterly,, 1616(3), 321-339.(3), 321-339. • Howell, J. M., & Shamir, B. (2005). THE ROLE OF FOLLOWERS INHowell, J. M., & Shamir, B. (2005). THE ROLE OF FOLLOWERS IN THE CHARISMATIC LEADERSHIP PROCESS: RELATIONSHIPSTHE CHARISMATIC LEADERSHIP PROCESS: RELATIONSHIPS AND THEIR CONSEQUENCES.AND THEIR CONSEQUENCES. Academy Of Management ReviewAcademy Of Management Review,, 3030(1), 96-112. doi:10.5465/AMR.2005.15281435(1), 96-112. doi:10.5465/AMR.2005.15281435
- 17. Classical Theories ofLeadershipClassical Theories of Leadership References:References: • Kim, S., Magnusen, M. Andrew, D., & Stoll, J. (2012). AreKim, S., Magnusen, M. Andrew, D., & Stoll, J. (2012). Are Transformational Leaders a Double-Edge Sword? Impact ofTransformational Leaders a Double-Edge Sword? Impact of Transformational Leadership on Sport Employee Commitment and JobTransformational Leadership on Sport Employee Commitment and Job Satisfaction. International Journal of Sports Science & Coaching. 7(4),Satisfaction. International Journal of Sports Science & Coaching. 7(4), 661-676.661-676. • Schriesheim, C. A., & Neider, L. L. (1996). Path-goal leadershipSchriesheim, C. A., & Neider, L. L. (1996). Path-goal leadership theory: The long and winding road.theory: The long and winding road. Leadership QuarterlyLeadership Quarterly,, 77(3),(3), 317.317. • Wofford, J. C., & Liska, L. Z. (1993). Path-Goal Theories ofWofford, J. C., & Liska, L. Z. (1993). Path-Goal Theories of Leadership: A Meta-Analysis.Leadership: A Meta-Analysis. Journal Of ManagementJournal Of Management,, 1919(4),(4), 587.587.
- 18. Classical Theories ofLeadershipClassical Theories of Leadership References:References: • Yukl, G. (2012). Leadership in Organizations. Charismatic andYukl, G. (2012). Leadership in Organizations. Charismatic and Transformational Leadership. Chapter 12. 321-325.Transformational Leadership. Chapter 12. 321-325.
Editor's Notes
- #3 Expectations are the prime inducing factors that shape behavior of individual employees to function toward effectiveness and productivity. Dessler & Valenzi (1977), emphasized that specific behavior will result to specific outcome. The workforce is an organizational asset that its satisfaction leads to profitability and sustainability. According to Evans (1970), there are two strands of theory that pertain to motivation. First is Maslow’s hierarchy of needs which emphasized that motivation is based on the level needs. The needs at the base of the hierarchy are essential motivating factors (Evans, 1970). Once each need is satisfied, the employee will reach for the next need until the self-actualization is achieved. The attained needs appear to be less important which drives individual workers dissatisfied. However, dissatisfaction will force every employee to work harder and perform better in order to achieve the next goal. Leaders’ continuous support enables to sustain positive relations and organizational structure for workforce motivation as well as goal attainment.
- #4 Every person has set goals and own visions of life. Priorities in life are scaled on a level of importance base on needs and desires. Effective people rate their importance of needs from low to high which are substantiated with information gathering, decision-making, plans and time of implementation. However, not everybody succeeds and most of the time some are diverted from their own path due to lack of guidance and motivation form an influential figure. Evan (1970) argues that individuals are goal directed which he or she will make every effort to engage to satisfy each objectives. Perception plays a major role in attaining individual satisfaction and goal reaching. Motivation can lead to diverse factors affecting individual behavior and perception which can be used as a benchmark of expectations . According to Evans (1970) perception is not necessarily based on reality but can be derived from path-goal instrumentality. Path-goal instrumentality refers to individual on hoe he or she perceive a provide path will lead to a particular goal (Evans, 1970).
- #5 Path-goal theory as a leadership functions that increases rewards as well as “personal pay-offs to subordinates (House, 1970), recognitions and motivation for the workforce. Leaders have the responsibility to provide a goal and directions to achieve the prescribed objectives. Dessler & Valenzi (1977) stated that setting a a path for employees will make goal attainment easier and achievable. According to Schriesheim & Neider (1996), path-goal theory is a functional approach to leadership comprises of analysis for the workforce that are being applied in the workplace for motivation, high performance and satisfaction. The leaders effect on subordinates have a strong impact and significant in accomplishing the mission based on the visions organization based. Increasing the personal and economic value of every employee aligns with the vision and mission of the organization, thus yields to positive relationship affecting less attrition and turn-over rate as well as loyalty of employees towards employers.
- #6 Path-Goal Theory is a leadership style which a leader set a behavior that will align best with employees in order to function effectively in the workplace. It is leaders intent to give clear and achievable goals to their subordinates for meaningful insights of valuable contributions to the organization. Evans (1970) initiate the structure and concern to create an impact on employees’ motivation and satisfaction. Leaders’ diverse influential behaviors alleviate and remove barriers toward goal attainment. Malik (2012) stressed that leaders’ acceptable and satisfying behaviors elicit guidance and as well as support from their subordinates, thus create a healthy working environment. The four categories of leadership behavior are directive, achievement–oriented, participative and supportive. Directive leadership behavior is a concept in which a leader provide understandable and detailed instructions to their subordinates for task performance. Leaders that are achievement-oriented are concern on their subordinates’ development by providing work challenges and high standard of performance (Malik, 2012). Participative leaders always involve their employees in gathering information, planning and decision-making. Employees are given opportunity to voice out their opinions based on observations and experience in the workplace. Leaders that are supportive procure every employees’ needs and well-being. Leadership behaviors are not permanent to every leader and organization. Behaviors and styles change depending on the needs and situation of the workers and workplace.
- #7 Organizational structure is relevant within the workforce and workplace dynamics. Effective leaders always reiterate the vision of the organization then provide motivation towards the right direction of success. Leaders that provide better structures to their subordinates yield high productive workgroups, satisfaction (House, 1971) and better performance. Providing structure to employees establishes a profound organizational culture towards effectiveness. Employees that are given a task, procedure and expectations to do the job achieve excellent work performance. In addition, employees function well and their positive behaviors affect the whole workforce and workplace which creates a high impact on productivity. Leaders and subordinate relationship must be maintained for sustaining a productive as well as a strong working environment. Simple tasks assigned to employees educe stronger relationship between leaders and subordinates. In addition, excellent leader and subordinate relationship is a motivating factor toward job satisfaction, high performance (Downey, Sheridan & Slocum, 1975) and quality production.
- #8 Leaders and employees need each other which depict an economic relationship and create value. The absence of one affects the existence of the other. Charismatic leadership is considered to be hero in the workforce. A charismatic leader has an influencing personality which is substantiated with excellent communication skills that resonates at an emotional level. The charismatic leadership behaviors is an attribution which include leader’s behavior, expertise and environmental condition. There are five behaviors annotated by Yuki (2012). First is novel and appealing. This behavior is about leaders advocacy of the vision of an organization as well as to influence the workforce to achieve an extraordinary objective. Second is emotional appeals to values. The leader plays an important role towards their subordinates involvement. Subordinates are empowered, highly motivated and satisfied when given the opportunity to develop his or her talents under the leader’s supervision. Third is unconventional behavior. Charismatic leaders are innovative and use unorthodox methods accomplishing tasks due to expertise as well as experience. Fourth is self-sacrifice. Charismatic leaders in this regard are risk takers and every challenge is an opportunity. They do everything in order to attain set-goal for the welfare of their subordinates and organization. Fifth is confidence and optimism. Effective leaders are confident due to different experience and knowledge as well as skills they possessed. Leaders’ confidence and competence are contagious which subordinates will perform with enthusiasm and courage in the workplace toward goal attainment.
- #9 Charismatic leadership is a phenomenon and it is a process of influencing as well as motivating the workforce. The relationship between leaders and subordinates is profoundly strong that posit a true sense of motivation. Charismatic leaders are excellent communicators. Leaders of this sort can articulate well their visions and agenda which captivates subordinates attention and loyalty. Due to their influential figure and personality, subordinates are able to identify themselves because of special characteristics such as knowledge, way of thinking, lifestyle and expertise. Subordinates emulate and mirror themselves with their leader. According to Yukl (2012), internalization is an influence process that subordinates are attached to the leader’s vision, mission, ideologies and values. The self concept of being a follower creates a sense of destiny.
- #10 The power of leader to influence change the dynamics of the workforce as well as the attitude of every subordinate in approaching things. Performance, positive workplace and productivity depend on the presence as well as the greatness of an influential figure. Yukl (2012) emphasized that self efficacy is the belief of every follower of being competent and able to do as well as to achieve every task assigned. Collective efficacy is a group member’s concept of working together will have better result and production. The behavior of each individual change when assigned into a team with proper guidance and motivation. Cooperation among the members elicits better performance due to diverse talents and skills that every worker can contribute towards success. Charismatic leaders have the power to convince people to change their action, behavior, attitudes and personal conviction through leading by example as well as wisdom based on experience and knowledge.
- #11 There are several transformative business leaders that made substantial impact to their organization. Transformational leadership and job satisfaction posed a high significant connection. It directly influences the organizational as well as the individual level of commitment. Transformational leaders are perceived as very effective in motivating and inspiring diverse workforce (Kim, Magnusen, Andrew & Stoll, 2012). In contrast, transformational leadership does not always motivate higher performance workers due to different personalities, culture and needs.
- #12 Cavazotte, Moreno & Bernardo (2013) articulated that leadership behavior of being a transformational leader are categories into four dimensions. First is idealized influence. In this dimension, leader’s power, confidence and uplifting principles are manifested through his or her actions which reflects from personal beliefs and values. The leader establishes an emotional relationship with the workforce and influence to perform better. Second is inspirational motivation. The leader motivates and inspire (Cavazotte, Moreno & Bernardo, 2013) the workforce to explore their limitations as well as boosting their strengths in accomplishing more tasks trough self-belief. The leader creates challenges and great inspiration for attaining hard tasks by promoting individual as well as collective performance for the benefit of the organizaiton.
- #13 Third is intellectual stimulation. The leader encourages the workforce to question their ideas (Cavazotte, Moreno & Bernardo, 2013) which results to participation in the decision making process of the organization. Group thinking result from diverse individual intelligence which are beneficial for innovation and organizational sustainability. Fourth is individual consideration. The leader pledges full support to all his or her subordinates. In Addition, the leader empowers every worker towards development, performance and productivity. Procurement of individual needs and well- being yield to organizational effectiveness. However, not all workers are satisfied with all the efforts of a transformational leader due to different personalities as well as obstinacy which creates inertia.
- #14 Leaders are important in every working environment because they are the forerunners and prime movers of organizational vision and mission. Leaders need subordinates and workplace in order to be effective. Despite of numerous leadership theories and styles, leaders have one common goal which is to influence the workforce by providing the purpose, motivation and direction. The effectiveness of leadership towards influencing subordinates depends on the work environment, individual subordinate personalities, policies, culture, financial and assets responsibility. Excellent performance and stellar productivity are expected due to high motivation and sense of belongingness in the workplace. Leaders and subordinates need vision, mission, attainable goals as well as motivation in order to be effective and efficient in a particular workplace in dealing with constant change. Highly satisfied leaders and subordinates have good working relationship which elicit a friendly as well as high productive working environment.