...employees. A strategy is implemented effectively when people and groups in the organization work in a motivated, skilled, and coordinated manner on the appropriate tasks (Beer, 1994). This theory, or idea, coincides with the path-goal theory which is about how leaders motivate followers to accomplish designated goals (Northouse, 2016). Three Shifts, Three Supervisors case study 6.1 depicts the effectiveness of an organization through four different leadership styles. Brako is a small manufacturing company that entails three different shifts which hold three different job functions. The first shift, supervised by Art, is in charge of the production line and packaging. This job is noted as being monotonous with set rules and standards that require little to no independent decision making. According to path-goal theory, Arts leadership behavior should be constructed around the Supportive style; providing what is missing by nurturing followers when they are engaged in tasks that are repetitive and unchallenging (Northouse, 2016, p.121). The second shift, led by Bob, job scope entails the setting up of machines and equipment as well as in charge of the complex computer programs that monitor the machines. Dealing with the many changes and complexity of their job scope, path-goal theory suggest the leadership style of Directive; giving followers instructions about their task, what is expected of them, how it is to be done, and the expected timeline of job completion...
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...Leadership is a dynamic relationship based on mutual influence and common purpose between leaders and collaborators in which both are moved to higher levels of motivation and moral development as they affect real, intended change. Three important parts of this definition are the terms relationship, mutual, and collaborators. Relationship is the connection between people. Mutual means shared in common. Collaborators cooperate or work together. This definition of leadership says that the leader is influenced by the collaborators while they work together to achieve an important goal. This paper however, focused on a specific theory of leadership and its importance for the organization’s success. The Path-Goal Theory of Leadership The path-goal theory postulates that the most successful leaders are those who increase subordinate motivation by charting out and clarifying the paths to high performance. According to Robert House’s path-goal theory, effective leaders: Motivate their followers to achieve group and organizational goals Make sure that they have control over outcomes their subordinates desire Reward subordinates for performing at a high level or achieving their goals by giving them desired outcomes Raise their subordinates’ beliefs about their ability to achieve their work goals and perform at a high level Take into account their subordinates’ characteristics and the type of work they do Directive Leadership In directive...
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...LEADERSHIP Path-Goal Theory LEADERSHIP Path-Goal Theory 2 Overview Path-Goal Theory Perspective Path-Goal Theory Conditions of Leadership Motivation Leader Behaviors & Subordinate Characteristics Task Characteristics How Does the PGT Approach Work? Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. LEADERSHIP Path-Goal Theory 3 LEADERSHIP Path-Goal Theory 4 Path-Goal Theory (House, 1971) Description Path-Goal Theory (House, 1971) Description Definition Perspective Path-goal theory centers on how leaders Goal - To enhance employee performance and motivate subordinates to accomplish designated goals satisfaction by focusing on employee motivation Motivational Principles (based on Expectancy Theory) - Subordinates will be motivated if they believe: Emphasizes the relationship between they are capable of performing their work the leader’s style that their efforts will result in a certain outcome the characteristics of the subordinates that the payoffs for doing their work are worthwhile the work setting Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. LEADERSHIP Path-Goal Theory Challenge to Leader Use a Leadership Style that best meets subordinates’ motivational needs Choose behaviors that complement or supplement what is missing in the work setting Enhance goal attainment...
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...Path-Goal theory stresses on change in leaders behavior to satisfy followers needs by setting clear path, removing hurdles and roadblocks, assisting, providing direction, support and offering rewards to achieve goals. Path-Goal Leadership Theory tells about four different leadership behavior and its effect on performance, satisfaction and motivation of the team. 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. Path-Goal Leadership Theory tells about four different leadership behaviors and its effect on performance, satisfaction and motivation of the team. Defined following four kind of leader behavior: 1. Directive (tell) 2. Supportive (inform) 3. Participative (involve) 4. Achievement-oriented (set goals and want the subordinate achieve them) Directive (Tell): The leader clarifies the path to the goal by providing clear directives. And 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. This behavior...
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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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...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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...Leadership Theories and HCAHPS Score Leadership Theories and HCAHPS Scores Which leadership theory is the best to implement the much needed goal of increasing HCAHPS scores? This paper seeks to identify two different leadership theories to see which is better in leading the nursing duties and tasks to improve quality of care for the patients which in turns result in higher HCAHPS scores. This paper will also seek to discuss strengths and weaknesses of the two different leadership styles so to have a better understanding of how each works and see which one would be better suited to help increase HCAHPS scores. First we need to know what HCAHPS are and why they are so important to the healthcare industry. HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) has been around since 2005 and is going to effect payment from CMS for the hospitals. This payment affects the reimbursement of patients discharged from October 1, 2012 and forward. By holding health care providers accountable for both the cost and quality of care will hopefully reduce poor care and reward high performing providers. This survey that the patients participate in gives a report card on how a hospital is doing per the patient’s perspective. It also is an incentive program for the hospitals to improve their quality of care. (HCAHPS, 2013) There were three goals that shaped HCAHPS survey. First, it was designed to compare date on patients’ perception...
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...The path–goal theory, also known as the path–goal theory of leader effectiveness or the path–goal model, is a leadership theory developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996. The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of her or his subordinates. The revised version also argues that the leader engages in behaviors that complement subordinate's abilities and compensate for deficiencies. The path–goal model can be classified as a transaction leadership theory. The first of all theory theory was inspired by the work of Martin G. Evans (1970),[1] in which the leadership behaviors and the follower perceptions of the degree to which following a particular behavior (path) will lead to a particular outcome (goal).[2] The path–goal theory was also influenced by the expectancy theory of motivation developed by Victor Vroom in 1964.[3] Vroom built his work on the work of Gorgeousness, Ma honey, and Jones (1957) A path-goal approach to productivity. Journal of Applied Psychology. Volume 41, No. 6, pages 345-353. According to the first of all theory, the manager’s job is viewed as guiding workers to choose the best paths to reach their goals, as well as the organizational goals. The theory argues that leaders will have to engage in different types of leadership behavior depending on the nature and the demands of a particular situation. It is the leader’s job to assist followers in...
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....9 The Organizational Effectiveness (OE) of Apple Inc……………………………9 Effects of Conflict on the OB, OD, and OE of Apple Inc…………………...…..10 Benefits and Weaknesses of Motivation used by Apple Inc…………………..…11 Impact of Culture, Leadership Style and Motivational Style in the Firm………11 Recommendations………………………………………………………..………13 Conclusion…………………………………………………………………..……14 Bibliography…………………………………………………………………...…15 References………………………………………………………………...………17 THE IMPACT OF ORGANIZATIONAL BEHAVIOR ON ORGANIZATIONAL DEVELOPMENT AND EFFECTIVENESS Introduction Organizational behavior (OB) is the study of activity as well as the performance of an individual or as a group in an organization. It is concerned with examining human behavior in an environment of work and determining the impact of these human behaviors on the structure of job, communication, leadership and performance. It consists of two theories which show how firms view it, namely: internal perspective and external perspective. Internal perspective theory of organizational behavior embraces the idea of first understanding the personal values, feelings and thoughts of a person so as to apprehend the individual in a company environment. The conduct of an employee in an organization is primarily founded on the experiences, thoughts, feelings and interactions with that person. On the other hand, the external perspective theory is based on the idea that both environmental factors and external events affect...
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...Donald Hebb once wrote that a good theory was one that stays around long enough to help one get to a better theory. The path-goal theory of leadership has fulfilled that criterion well. Janet As suggested by the theory, supportive leader behavior appears to be an important variable—it obtained consistently strong relationships with the dependent variables at all levels of the organization. Path-Goal approaches to explaining the current results build on a basic "postulate" of the theory: that the leader's function is a supplemental one, to provide structure, guidance, and support for subordinates which is not part of their work environment and which they require (House and Dessler, 1974, p. 31). Thus, although theoretical and empirical literature on leadership and motivation suggest that other, nontask, situational variables impact upon subordinate outcome variables, these have been ignored in tests of the theory. Increased acceptability of leader supportiven Konstructure tasd sources of "role clarity. A second" approacA wAiicA employs Path-Goal premises is to examine other characteristics of the task which may provide role clarity Thomas regarding hypotheses deduced from the theory. Numerous explanations of neg-ative test results have been suggested, including problems of measurement (34) and use of inap-propriate statistical models (11) ------------------------------------------------- An evluation These theories help us understand how a leader can...
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...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 exist, which...
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...Laurie Baird Case Studies 7.1 - 7.2 - 7.3 AIS 4081 Leadership Theory and Practice February 13, 2013 Case 7.1 Questions: 1) Based on the principles of path-goal theory, describe why Art and Bob appear to be less effective than Carol? Carol seems to have chosen the style that best fits the needs of her subordinates and the work they are doing. She was described as part parent, part coach and part manufacturing expert. She seemed to display the balance her workers needed. She stresses company goals and the rewards that are available if workers are able to make the grade. The other two managers have their strengths but seem to miss-fire when it comes to management. Art seems to know almost too much regarding parts of the process and seems to be a "know it all" and lets his employees know this. This type of attitude can make people feel inferior. Bob, on the other hand is a very relational type of manager but the workers feel he doesn't understand the job. 2) How does leadership of each of the three supervisors affect the motivation of their respective subordinates? As stated above, Art makes his subordinates feel inferior, Bob makes them feel good - but ineffective and Carol gives the employees ownership of their job and their successes. 3) If you were consulting with Brako about leadership, what changes and recommendations would you make regarding the supervision of Art, Bob, and Carol? I might explore the opportunity for Carol to have a workshop...
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...barriers for women is important for their status and recognition. Deloitte (2013a) is following this initiative, being a market leader in empowering women. This report will explain that leadership, motivation and human resource strategies have been used by Deloitte to effectively manage its employee’s behaviours through their vision of 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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...AND SIMILARITIES BETWEEN CONTINGENCY THEORIES OF LEADERSHIP Contingency and Path Theories are methods of inspecting management. Contingency theories emphasize the numerous variables that may range in any given hindrance that make one context exceptional from an additional. Direction theories stress description, motivation and charisma. One of the crucial principal variations between the 2 tactics is that path theories emphasize the character of the chief, even as contingency theories stress the nature of surrounding instances. Situational management models are situated on the work of institution of Washington professor Fred Fiedler and leadership experts Paul Hersey and Kenneth H. Blanchard. Fiedler suggests that management is determined by situational causes, reminiscent of favored management patterns and worker motivation. The factors that have an effect on leaders incorporate leader-member members’ family, which is the boldness staff have in their managers; assignment constitution, which is the character of the work; and position vigor, which is the formal authority and impact of leaders. Hersey and Blanchard advise 4 leadership styles depending on employee traits. Leaders can adopt the directing sort for unskilled and unmotivated employees, the teaching variety for motivated however unskilled employees, the supporting style for skilled however unmotivated staff and the observing sort for encouraged and expert employees. The path-goal concept means that leaders keep in mind...
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...Title | Findings | Sabbaticals and Employee Motivation: Benefits, Concerns and Implication | There are some suggestions about the business researchers and practitioners should be study the literature on “360-degree feedback”and evaluation research or may can develop somecomprehensive survey instruments and objective measures regarding the use of sabbaticals. Besides that, there are also needs to establish reliability, validity, and measurement invariance. Finding shows that may have to develop a comprehensive theoretical model which involved question of what, how, why, who, where, and when and also test the model empiricallyin the literature. | An examination of a Factor Structure and Scale Reliability of the Work Motivation Scale, the Motivation Sources Inventory | Some weaknesses of the MSI are lack of research and development on the meta-theory of Leonard et al.’s (1999). To promote further research in this area, may can be re-examination and possible refinement of the MSI or development of an alternative instrument.. | Motivation Levels of Mis Managers Versus Those of their employees | The degree of MIS personnel are found that different from their management peers in other parts of the company. MIS managers may can consider some action to reduces the negative effects among differences. MIS management had existed a very healthy motivational environment. Try to pay some attention with a reasonable expectation of rapid resolutions on the problems. | HDM Modeling as a...
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