...Path-goal theory centers on how leaders motivate subordinates to accomplish selected goals. It emphasizes the relationship between the leaders’ style, the characteristics of the subordinates and the work setting. The leader should clarify the directions so subordinates know which way to go, remove obstacles that are stopping them and provide the rewards along the way. Leaders’ 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. The underlying mechanism of the path-goal theory deals with expectancy, a cognitive approach to understanding motivation where people calculate: – Effort-to-perform – Perform for Outcome – Assigned valences or values to outcome Based on assumptions from Vroom's Expectancy Theory, this model explains how behavior of the leader causes expectancies/motivations in the subordinate that create effort and satisfaction. The rationale is that followers will perform better if they think they are capable, and if they perceive the work will get results and be worth the effort. But can anyone become a leader and if so, how? The secret to leadership is the ability, to create a highly motivating work environment that influences anyone who comes into contact with it. The strength of the P-O linkage depends upon three beliefs in the follower's mind. First, the follower must trust that the leader will be able to deliver as promised. The outcome, given that it...
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...Introduction Path-Goal Theory This is one of many types of modern approaches to leadership. It is where leaders try to motivate their followers in order to achieve agreed goals. In order for followers to achieve the set goals, leaders must be able to motivate followers and help build their confidence towards reaching the goals. It is heavily focused on employee satisfaction and their input towards their job which, in turn, will motivate them to achieve more. This is a perfect example to show that leadership does not start from the top then down and in fact, shows cooperation between leaders and followers from bottom then up. In other words, it exists in all management levels. Path-goal theory initially occurred in the 1970’s; inspired by the work of Martin G Evans (1970), Robert House (1971), House of Dessler (1974), and House and Mitchell (1974). (Northhouse,2013). The use of path-goal theory means that any obstacle in the way of achieving a set goal will be removed by the leaders which makes it more satisfying and motivates the subordinates. The path towards the goal will be attempted to be made clear and support also being provided which is in favour of the followers, therefore leading to satisfaction and increase in morale. There are various types of leader behaviours where each and every type has an impact on the follower’s motivation. Directive leadership is one of them and this is where leaders are instructive towards their followers about their duties, what is...
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...gement Review 1979, Vol. 4, No. 2,215-224. Task Design Determinants of Effective Leader Behavior^ RiCKYW. GRIFFIN University of Missouri—Columbia The theoretical and empirical research literature on task design and path-goal theory of leadership is reviewed. It is suggested that task design and individual variables interact to form a construct called individual-task congruence. A model is then developed which depicts leader behavior as a moderating variable between individuai-task congruence and satisfaction and performance. There is an increasing body of theoretical and empirical behavioral science literature dealing with the design of work in formal organizations. Much of this literature is concerned with the diagnosis and description of existing jobs and/or the implementation of task design change programs for the purpose of improving organizational effectiveness. The rationale seems to be that if the needs and capabilities of an individual are matched with the expectations and requirements of a task, higher 9/els of satisfaction, motivation, and productivity .vill result (6). Most published research on task design, however, has not taken other organizational variables into consideration. The general model for contemporary task design research has investigated the moderating effect of certain variables on the relationship between task design and outcome variables such as satisfaction, performance, and commitment (2, 7, 8, 19, 22, 25, 26, 28, 29, 33). A few empirical studies...
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...the path-goal theory of leadership? Identify the four leadership styles of path-goal theory and explain when they are most appropriately used. TEMPLATE FOR SUMMARISING AND EVALUATING ARTICLES FROM SCHOLARLY JOURNALS ARTICLE 1 Title and Article Reference | Dixon, M. L., Hart, L. K., Spring 2010, ‘The Impact of Path-Goal Leadership Styles on Work Group Effectiveness and Turnover Intention’, JOURNAL OF MANAGERIAL ISSUES, Vol. XXII, Number 1, pp. 52-69. | Aim / Purpose of article | To investigate the interrelationships amongst three types of Path-Goal leadership styles, diversity, work group effectiveness and work group members’ turnover intentions. | Sample, location, method of data collection and analysis | Sample260 full-time south-eastern U.S. multinational manufacturing firms’ employees completed the surveys anonymously at work. Sample data was then, collected in a week’s time. The survey consisted of four sections with a total of 48 questions. Four methods of measurement was implemented; Perceived Dissimilarity Scale (Hobman et al., 2004), Perceived Leadership Behavior Scale (House and Dessler, 1974), The Perceived Work Group Effectiveness Scale, and The Turnover Intention Scale (Camman et al., 1983). AnalysisDescriptive statistics, factor analyses, and multiple regression analyses were applied, and adopted scales for consistency and reliability. | Findings/Interpretations reported in the article | Multiple regression analysis supports that Path-Goal leadership...
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...is tri bu Path–Goal Theory te 6 rd DESCRIPTION po st ,o Path–goal theory is about how leaders motivate followers to accomplish designated goals. Drawing heavily from research on what motivates followers, path–goal theory first appeared in the leadership literature in the early 1970s in the works of Evans (1970), House (1971), House and Dessler (1974), and House and Mitchell (1974). The stated goal of this leadership theory is to enhance follower performance and follower satisfaction by focusing on follower motivation. D o no tc op y, In contrast to the situational approach, which suggests that a leader must adapt to the development level of followers (see Chapter 5), path–goal theory emphasizes the relationship between the leader’s style and the characteristics of the followers and the organizational setting. For the leader, the imperative is to use a leadership style that best meets followers’ motivational needs. This is done by choosing behaviors that complement or supplement what is missing in the work setting. Leaders try to enhance followers’ goal attainment by providing information or rewards in the work environment (Indvik, 1986); leaders provide followers with the elements they think followers need to reach their goals. According to House and Mitchell (1974), leadership generates motivation when it increases the number and kinds of payoffs that followers receive from their work. Leadership also motivates...
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...The Great Post-It (TM) MASSACRE* Description The case deals with different leadership styles which Bob Scanlon experienced while working for a company. After 8 years of service, Bob was promoted to small business accounts at the corporate office in Dallas. Bob’s previous work experience was typically in high pressure areas lacking the challenges he desired; however, he was doing his best by fulfilling all his responsibilities perfectly. Beverly Sadowsky, First Vice President of a discount travel agency was aware of his high performance and potential and offered him a higher status in the company requiring more responsibility with more salary and benefits as she believed that he could handle. He was very interested in the travel industry and after several requests, Bob accepted the supervisor’s position vacated by his supervisor who retired. Bob reported directly to Beverly Sadowsky, then 1st V.P. now C.O.O. of Adventure Plus. Beverly and Bob’s working relationship worked perfectly. Beverly’s hands off management style and delegation of responsibilities, gave Bob the challenges he was looking for at corporate. However, after Beverly’s promotion to C.O.O., Bob faced with the autocratic and micromanaging style of George, from auditing with a successful professional track record at work and in the community, who wanted to be involved in every detail of job and kept putting post-it notes to let Bob know about inaccuracies, which made him routinely bump on the tasks. Diagnosis...
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...Benjamin Genous DeVry University Week 6 Assignments –Case Study Management 303 1. Brief describe the five kinds of power available to leaders and/or managers. I. Reward power, means an employee believes they are going to get some type of reward for doing their job. The reward could be pay, days off, etc. The employee believes the reward will be coming from the supervisor. II. Coercive power is a supervisor intimidating an employee to do the work or they can be fired or demoted. This can be compared to someone having a power trip complex. III. Legitimate Power, does an officer believe that the orders being given are true even if they may be coming from a higher power that does not normally give out orders to the police. An example used is an officer receiving powers from the Chief of Police and the commanding officer follows through to make sure their officers are conducting the instructions. The officer believes in his commander as he works with them all of the time and although the Chief is the highest manager, the officer knows that the commander is the one who will be making sure follow through takes place. IV. Referent power is when one person has an attraction somehow to the person giving the power. The individual will basically do anything the person with power says because the attraction is so strong. An example could be a group of teens with one teen just trying to become one of the members and they tell him to jump off a bridge. The outsider...
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...Abstract This paper explores two leadership theories and two motivational theories and applies each to the case study of Alex and Stephanie. Alex and Stephanie are employees at the same company that has different attitudes about his and her employment. This attitude is directly related to his and her respective managers who practice different styles of leadership and motivation. The paper is a compellation of four students and each student's perspective of the case study as it applies to his or her theory. Each student is given an individual theory and asked to explain the theory in detail and input his or her personal thought regarding the theory and how it applies to the case study of Alex and Stephanie. The theories discussed are the situation and path-goal leadership and expectancy and reinforcement motivation theories. While these are four of the many theories, these are the four which the writers felt applied to the case study. Keywords: leadership theory, motivation theory Leadership Scenario Leadership and motivation are integral parts of management. The successful observations of management to assess or modify his or her style of motivating and leading is the key to reaching the mission and vision statement of the organization. The theories discussed are the situation and path-goal leadership and the expectancy and reinforcement motivational theories. In understanding and analyzing the theories, they are applied to the case study of...
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...Expectancy Theory As we constantly are predicting likely futures, we create expectations about future events. If things seem reasonably likely and attractive, we know how to get there and we believe we can 'make the difference' then this will motivate us to act to make this future come true. Motivation is thus a combination of: • Valence: The value of the perceived outcome (What's in it for me?) • Instrumentality: The belief that if I complete certain actions then I will achieve the outcome. (Clear path?) • Expectancy: The belief that I am able to complete the actions. (My capability?) Of course you can have an unpleasant outcome, in which case the motivation is now one of avoidance. Expectancy Theory is also called Valence-Instrumentality-Expectancy Theory or VIE Theory. Attribution Theory We all have a need to explain the world, both to ourselves and to other people, attributing cause to the events around us. This gives us a greater sense of control. When explaining behavior, it can affect the standing of people within a group (especially ourselves). When another person has erred, we will often use internal attribution, saying it is due to internal personality factors. When we have erred, we will more likely use external attribution, attributing causes to situational factors rather than blaming ourselves. And vice versa. We will attribute our successes internally and the successes of our rivals to external ‘luck’. When a football team...
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...Final Project Case Study: Smith’s Accounting & Tax Service Jerrisha Sterling Management and Organizational Theory November 23, 2014 Professor Edward Green November 23, 2014 Sterling Management Firm 1234 Any Street Avenue Clinton, MD 20735 Ms. Amanda Smith 5678 Any Way Boulevard College Park, MD Dear. Ms. Smith: Congratulations on the successful start up of your business. Smith’s Accounting and Tax Service has a tremendous amount of potential to become the go-to accounting service for small businesses and individual tax preparation in the local area. After careful review of your operational process, it has come to my attention that some improvements and adjustments can be made in order to keep your business moving forward. In any successful business, whether large or small, there are four functions of management that need to be utilized, planning, operating, leadership and control (P-O-L-C) (Principles of Management 1.1, 2014). It is important to incorporate all facets of this framework into your personal business if you want to be successful. What needs to happen first is an in-depth plan needs to be developed. In this plan you need to communicate your vision and mission to the employees, as well as the goals and objectives of the company and the strategy on how to accomplish them. As the senior manager of the company you also need to conduct an environmental scan (Carpenter, Mason, Bauer, Talya and Erdogan, Berrin, 2014). An environmental...
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...SAN MARCOS POLICE DEPARTMENT The San Marcos Police Department is the primary general service law enforcement agency of San Marcos, Texas. The department is currently comprised of 95 sworn officers and 35 full time administrative staff members. On the law enforcement front, it is here at the local level that the major advances against the problems of crime and order maintenance goes on. This paper will serve to explain several key administrative concepts related to the operations of the San Marcos Police Department. In particular, this paper will examine the organizational structure within the department, in addition to, motivation and leadership components. STRUCTURE The accepted patterns of police organizations follow closely those to be found in military service (Leonard, 1969). This appears to be a very logical development since a police organization is semi-military in character. Police departments tend to be organized with rank structures, utilize the usage of uniforms and incorporate many of the various artillery of the armed forces, designed in large measure to set cops apart from civilians and signal obvious membership in an organization that exerts the immediate force of the government (Crowper, 2000). Furthermore, within an organizational dimension, police departments fall under the classification of mechanistic organizations (Stojkovic, Kalinch & Klofas, 2008). This type of organization is commonly regarded by its traditional bureaucratic foundation, characterized...
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...empowering women. This report will explain that culture in the Asian and Middle Eastern countries play a role in determining the strategies that a company can use. There will be an analysis critiquing the strategies that Deloitte have used, whether they have adopted the correct strategies and what strategies they should implement in the future. “Leadership is the process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organisational goals” (Waddell, Jones & George, 2011, p. 172). Deloitte motivates and manages its employees through using the leadership theories of: House’s path goal theory; Vroom’s expectancy theory and transformational leaders. House’s path goal theory supports servant leadership. This means that the leader is not looked at from a position of power but rather as a life coach providing information and support to employees (House, 1996). House’s Path goal theory entails: offering rewards for the achievement of performance...
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...The Path-Goal theory of leadership attempts to explain the relationship between leader behaviors and subordinate performance and satisfaction. In real meaning, the path–goal theory of leadership “is about how leaders motivate subordinates to accomplish designated goals” (Northouse, 2010).Since leadership is about growing group performance through motivation, the leader must be more worried with job satisfaction and the creation of a comprehensible picture of how subordinates can gain rewards based on performance. The leader must distinguish the results on which he/she own positive power, increase personal payoffs to employees on behalf of objective achievement, give direction and coaching, clarify subordinates’ expectancies, and increase opportunities for personal satisfactions dependent on work performances (Rowe and Guerrero, 2010, 205-210). Path-goal theory indentifies four style of leadership known as Directive leadership, Supportive Leadership, Participative Leadership and Achievement-Oriented Leadership (Griffin, 2010, 559- 564). Directive Leadership: Directive behaviour is basically the same as initiating structure. It should not be applied when the formal authority relationships are clear and structured. When the task is not easy as well as unstructured, then it’s the best condition for the directive leadership style. This style increases subordinate morale when there is task ambiguity (Dubrin, 2007) and is similar to the task-oriented or initiating structure style...
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...the same area each day and insists employees have shorter lunch breaks, than the amount of time allotted in the company policy. The Path-Goal Theory of Leadership The path-goal theory of leadership defines the role of a leader as one who outlines the goals and lays down the path for the subordinate to facilitate success and completion of the goals. The leader empowers the group to reach their goals, and ensures that they share an awareness of what those goals are. The path-goal theory centers on the motivational factors of the subordinates by showing employees how their accomplishments directly affects their reception of expected rewards (Certo& Certo 345). The path-goal theory suggests that the leaders under this theory possess four styles of leadership which are directive behavior, supportive behavior, participative behavior and achievement behavior. With directive behavior the leader lets followers know what is expected of them and tells them how to perform their tasks. In supportive leadership, the leader is friendly and shows interest in the followers as fellow human beings and the leader also shows concern for the followers’ personal needs. Participative behavior involves leaders consulting with followers and asking for their suggestions before making a decision. Followers give suggestions pertaining to reward structuring and what paths...
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...Path Goal Theory The path‐goal theory is based on the expectancy theory of motivation. A manager's job is to coach or guide workers to choose the best paths for reaching their goals. Based on the goal‐setting theory, leaders engage in different types of leadership behaviors depending on the nature and demands of a particular situation. A leader's behavior is acceptable to subordinates when viewed as a source of satisfaction. He or she is motivational when need satisfaction is contingent on performance; this leader facilitates, coaches, and rewards effective performance. Path‐goal theory identifies several leadership styles: • Achievement‐oriented.The leader sets challenging goals for followers, expects them to perform at their highest levels, and shows confidence in their abilities to meet these expectations. This style is appropriate when followers lack job challenges. • Directive.The leader lets followers know what is expected of them and tells them how to perform their tasks. This style is appropriate when followers hold ambiguous jobs. • Participative.The leader consults with followers and asks them for suggestions before making a decision. This style is appropriate when followers are using improper procedures or are making poor decisions. • Supportive.The leader is friendly and approachable. He or she shows concern for the followers' psychological well‐being. This style is appropriate when followers lack confidence. Path‐goal theory assumes that...
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