Competitive Exams: Write Shorts Notes on Organizational Behavior Leadership

Glide to success with Doorsteptutor material for competitive exams : get questions, notes, tests, video lectures and more- for all subjects of your exam.

Organizational Behavior: Path Goal Theory of Leadership

The Path-Goal Theory of Leadership was developed to describe the way that leaders encourage and support their followers in achieving the goals they have been set by making the path that they should take clear and easy. The Path-Goal Theory has a contingency perspective. But it is different from Fiedler՚s Contingent Theory in its focus. The Path-Goal Theory focuses on the situation and leader behavior rather than leader personality traits. The Path-Goal Theory also depends on situational factors. Believes that a leader can change a subordinate՚s expectancy by clarifying the paths between the subordinate՚s action and the outcome, which is the goal the employee wants to achieve. Whether leader behavior can do so effectively. Leaders can take a strong or limited approach in these. In clarifying the path, they may be directive or give vague hints. In removing roadblocks, they may scour the path or help the follower move the bigger blocks. In increasing rewards, they may give occasional encouragement or pave the way with gold. This variation in approach will depend on the situation, including the follower՚s capability and motivation, as well as the difficulty of the job and other contextual factors. House and Mitchell (1974) describe four styles of leadership: Supportive leadership

Considering the needs of the follower, showing concern for their welfare and creating a friendly working environment. This includes increasing the follower՚s self-esteem and making the job more interesting. This approach is best when the work is stressful, boring or hazardous. Directive leadership Telling followers what needs to be done and giving appropriate guidance along the way? This includes giving them schedules of specific work to be done at specific times. Rewards may also be increased as needed and role ambiguity decreased (by telling them what they should be doing) . This may be used when the task is unstructured and complex and the follower is inexperienced. This increases the follower՚s sense of security and control and hence is appropriate to the situation. Participative Leadership: Consulting with followers and taking their ideas into account when making decisions and taking particular actions. This approach is best when the followers are expert and their advice is both needed and they expect to be able to give it. Achievement-oriented leadership

Setting challenging goals, both in work and in self-improvement (and often together) . High standards are demonstrated and expected. The leader shows faith in the capabilities of the follower to succeed. This approach is best when the task is complex Supportive behavior increases satisfaction by the group, especially in stressful situations, while directive behavior is suited to uncertain and ambiguous situations. It is also proposed that leaders who have influence upon their superiors can increase group satisfaction and performance. In particular, leaders:

  • Clarify the path so subordinates know which way to go.
  • Remove roadblocks that are stopping them going there.
  • Increasing the rewards along the route.

Developed by: