...Running head: THE PATH- GOAL LEADERSHIP THEORY The Path Goal Leadership Theory Calvin D. Forehand MAN5355 Managerial Assessment & Development Everest University The Path-Goal Leadership Theory was developed by Robert House and contends that that a leader's behavior is contingent to the satisfaction, motivation and performance of her or his followers. The theory is called path-goal because its major concern is how the leader influences the subordinates’ perceptions of their work goals, personal goals and paths to goal attainment (Pierce and Newstrom, 2011). The path-goal theory also proposes that a leader’s actions and behavior is motivating to the degree that the behavior increases follower’s goal attainment and clarifies the paths to these goals. In this paper, I will discuss the four key leader behaviors associated with the path-goal theory of leadership. I will then show how the leader behavior relates to the University of Michigan and The Ohio State University leadership studies. Finally, I will discuss the conditions under which each leader behavior might be effective and the reason for this relationship. Robert House’s path-goal theory is based on the studies of Martin Evans in which state the leadership behaviors and the follower perceptions of the degree to which following a particular path will lead to a particular goal. House’s path-goal theory makes two propositions. The first is the leader behavior is acceptable and satisfying...
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...accomplish the organizational goals. It is an unique combination of some qualities that transforms potentials to reality. Leadership acts as the catalyst that makes all other elements work together. Without leadership, all other resources of a concern remain dormant. Characteristics of Leadership Leaders and leaderships are in every level of an organization. There are some generally known qualities of leaders but some unique characteristics make them great leaders. The characteristics include - Dedication: Dedication means spending whatever time or energy is needed to complete the task in hand to proceed towards the goal. By setting an excellent example, a leader can show the followers that one must do whatever it takes to achieve something great. Flexibility: Not everything goes as per the plans. Sometimes, the competitors change their tactics, the Government may force new regulations on business, inflation may take place. A leader should have the adaptability to take things normally and be flexible to handle situations easily. Communication Skills: A leader should be a great listener and a speaker also. A good leader can communicate with all his subordinates. Great leaders show their strengths and personal character through communication with the employees and empower them. Confidence: A leader must possess confidence, courage, tenacity and patience. Sometimes the situation becomes worse and plans do not work. Then, the leader is the one who has to organize everything...
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...interaction was non-existent. Two of five group members posted to the discussion area by Sunday. What I believe was an issue was that it was just a discussion instead of a group assignment. At least with a group assignment, like a paper, we would have to collaborate to complete a task for a grade. I cannot really answer many of the other questions pertaining to the group interaction because of the lack of participation. Although, in past experiences with Learning Teams, things go very well. I have experienced conflict within most of the Learning Teams in the beginning and only once they were not resolved by the end of the first assignment. Conflict Styles The conflicts can be constructive and destructive depending on the situation. The collaborative groups utilize conflicts as an opportunity to provide innovative solution for an issue. The leadership capability of the group leader can develop a strategy to avoid destructive conflicts in a group. The conflicts can be broadly categorized into five groups based on two dimensions which are concern for own goals and concern for group goals. When group members give low priority for own goals and low priority for group goals then it can be referred as avoidance style of the members. When an individual in group gives high priority for group goals and low priority for own goals then it can be treated as accommodation style. When a team member gives little priority for both own goals and group goals then it is compromise style. When...
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...Supervisor-Subordinate Relationships Both transformational leadership and leader-member exchange leadership theories have been an issue of discussion for many scholars. The majority of authors agree that transformational leaders ‘have qualitatively different and quantitatively greater effects on their followers than the effects of exchange leaders’ (Gupta & Krishnan 2004, p.7). This essay builds on the existing literature about these two theories and will try to draw a parallel between LMX and transformational leadership, i.e. it will reveal the different and similar qualities of supervisor-subordinate relationships. Specifically, the essay focuses on the mechanism that each style of leadership uses in developing these relationships. That will actually help to find out some differences and similarities. This paper initially revisits the main aspects of transformational leadership and LMX leadership theories and then discusses them in relation to their capacity to develop differing qualities of supervisor-subordinate relationships. In ‘Leader-Member Exchange, Transformational Leadership, and Value System’ Krishnan (2005) noted that according to Burns, ‘the result of transforming leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and convert leaders into moral agent’, which means that both leaders and team members offer one another. In this case, leaders serve their followers, create conditions for their further development...
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...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 of the care they received in the...
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...director is first and foremost a leader. A well-rounded manager or director has a personable personality and can engage and motivate a multitude of different personalities. In my experience, well-rounded managers and directors also have the ability to assess situations and people and make well-supported and smart decisions. Being a leader with a great personality who can motivate and make decisions goes hand in hand with great communication skills. Lastly, a great leader is not only well-rounded in communication, decision making, personality and motivation in the work place, but in every aspect of his or her life. The definition of a leader is “someone who can influence others and who has managerial authority.” (Robbins, Decenzo, Coulter, 2001. P300) First, I feel that a manager must possess the ability to lead. From what I have learned in this class, and experience, the word manager and the word leader are two very different ideas and types of people. A manager is someone who directs people to complete tasks on a day-to-day basis. A leader is someone who not only does that of a manager, but also someone who leads their team to accomplish the larger goal or vision of the company. In my opinion, a manager can be a manager without possessing leadership skills, but a leader cannot be a leader without possessing management capabilities and the ability to lead their team. A leader in today’s world does more than just manage a team. A leader invests in the greater good of...
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...successful leader 3 1.2 Theories of leadership and Management 5 The Great man theory 5 Trait theory 6 Behavioural theory 6 Role theory 6 Leadership grid 7 Situational leadership theory 7 Path goal theory 7 Transformational leadership 7 Collective leadership 8 1.3 Challenges of leadership and management practice 8 Definition of Motivation 9 2.1 Theories of Motivation 9 Maslow's Hierarchy of Needs 9 Frederick Herzberg's Two Factors Theory 11 Douglas McGregor’s theory X and theory Y 11 The expectancy theory 12 The goal setting theory 12 The equity theory 12 2.2 Roles of Leadership and Management in Motivation 12 2.3 Contribution of Performance Management systems 15 Definition of Group 16 Definition of Team 16 Difference between Groups and Teams 16 3.1 How to develop a team 16 3.2 Different models of team leadership 17 Tuckman’s team development model 18 3.3 Importance of Teams within Organisation 19 Conclusion 19 References 20 Leadership Management Introduction Leadership is important for an organization to run its management system successfully. It is necessary for an organization to run properly and manage the employee in such a way the organization can get maximum output from them. A good leader of an organization can operate the activities of the business including set the purpose and organizational objectives, define its mission and visions, stimulate the organizational personnel to achieve its goal etc. Without...
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...Robbins: “leadership is the ability to influence a group towards the achievement of goals”. According to Hersey and Blanchard: “leadership is the process of influencing the activities of an individual or a group in efforts towards goal achievement in a given situation”. Meaning of Leadership can be categorized into two categories: i. leadership as process: As a process, leadership uses its influence of position to direct, motivate and coordinate the group activities to achieve the organizational goals. ii. Leadership as a property: The property concept of leadership believes that leaders possess basic characteristics or traits. Leaders to influence the group activities successfully, use these characteristics. This view considers leadership as a part of one’s personality. Importance of leadership: The importance of leadership can be: 1.Goal Determination: leadership provides vision, mission and direction. It is concerned with establishing goals for the organization. It integrates goals of the individual and the organization 2.Environmental adaptation: leadership is innovative and change oriented. It adapts the organization to the dynamic changes in the environment. 3.Task focus: leadership gives close attention to planning and organizing of task. Work related goals and activities are specified for groups and individuals. 4.People Focus: A leader without follower is unthinkable. Leaders are friends, philosophers and guides for followers. They facilitate interactions....
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...The Leadership Grid Abstract The Leadership Grid was originally developed by Robert Blake and Jane Mouton during their research time at the University of Texas between 1950 and 1960. Many have compared their Leadership Grid against the Situational Leadership Theory developed by Hersey and Blanchard. Some of these differences include the degree of interaction between the two common variables addressed by both theories. These two common variables are task and people. The two theories contradict in how these variables interact. In addition, the Leadership Grid is concentrated mostly on the attitude of the leader. Situational Leadership, on the other hand, concentrates on the maturity level of the follower and the appropriate leadership behaviors that correspond with each. Finally, the Leadership Grid believes that there is one best way to react in a certain situation, while Situational Leadership contends that there is no such “one best” leadership style for any given situation. Managerial Grid History and Description The Managerial Grid was initially developed by Robert Blake and Jane Mouton as a diagnostic tool which would allow managers to assess their leadership style or behavior (Dictionary of Human Resource Management 2001). Blake and Mouton worked together at the psychology department at the University of Texas between 1950 and 1960. It was there that they first developed the concept of the Managerial Grid (Robert R Blake and Jane S Mouton: The Managerial...
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... Dwight D Eisenhower Leadership is one of those things that are often awfully hard to define but you know when you see it, and you definitely know when it is missing. Leadership is a process that is ultimately concerned with fostering change. In contrast to the notion of management, which suggests preservation and maintenance, leadership implies a process where there is movement-from wherever we are now to some future place of condition that is different. Leadership is not something we do, it is something we are. Leadership also implies intentionality, in the sense that the implied change is not random-“change for change’s sake”- but is rather directed toward some future end or condition, which is inherently value-based. A traditional definition of leadership: Leadership is an interpersonal influence directed toward the achievement of a goal or goals. Three important parts of this definition are the terms interpersonal, influence, and goal. • Interpersonal means between persons. Thus, a leader has more than one person (group) to lead. • Influence is the power to affect others. • Goal is the end one strives to attain. Basically, this traditional definition of leadership says that a leader influences more than one person toward a goal. Consistent with the notion that leadership is concerned with change, we view the “leader” basically as a change agent-one who fosters change. Leaders, then, are not necessarily those who merely hold formal “leadership”...
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...go hand in hand. Leaders, in an organization set up rise from the ranks of Mangers. Leadership and Management are not the same thing but they are necessarily linked and complementary. Any effort to separate the two is likely to cause more problems than it solves though it is necessary to differentiate between Managers and Leaders. While every leader may not be a manager, every manager should be a leader. A manager who lacks effective leadership traits will drive a business into the ground faster than we can all imagine. In this assignment, the writer is going to give Scholarly definition of a manager and that of a leader and differentiate between managers and leaders and a conclusion will be reached at the end of this paper. Majchrzak and Rosen (2007) define a leader as “someone responsible for articulating a vision for the team, communicating the vision with passion, setting an execution plan so the vision can be accomplished, forming coalitions of believers, aligning others behind the vision and shaping a team culture by articulating operational values”. Locander et al (2007) define leadership as “the visible manifestation of an organization’s project’s success or failure. Therefore he or she must engage the followers to believe in and achieve desired outcome”. Armstrong (2008) describes leadership as “a process that focuses mostly on developing, communicating and motivating” while Mullins (2007 describes leadership as “a relationship through which one person influences...
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...directed toward the achievement of a goal or goals. Three important parts of this definition are the terms interpersonal, influence, and goal. · Interpersonal means between persons. Thus, a leader has more than one person (group) to lead. · Influence is the power to affect others. · Goal is the end one strives to attain. Basically, this traditional definition of leadership says that a leader influences more than one person toward a goal. The definition of leadership used in this course follows. 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. (Kevin Freiberg and Jackie Freiberg, NUTS! Southwest Airlines' Crazy Recipe for Business and Personal Success, Bard Press, 1996, p. 298) 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. Leadership versus Management A leader can be a manager, but a manager is not necessarily a leader. The leader of the work group may emerge informally as the choice of the group. If a manager is able to influence people to achieve the goals of the organization, without using...
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...contingency leadership variables are common to all of the theories? For Followers, capability and motivation, for leaders, personality traits, behavior and experience, for situation, task structure, and environment. I have no idea what this means but the chart in the book stated that exhibit 4.1 was the framework for contingency leadership variables. How does the global economy relate to contingency leadership? Contingency leadership style is based on the leader, follower and the situation. Taking someone from a country such as the United States, have him/her try to lead in China the way they would in the United States, could be disastrous. In Contingency leadership it is best to match the leader to the follower or situation. What are the two contingency leadership theory leadership styles? Task and Relationship are the two leadership styles under the contingency leadership theory. Task relates to the job and relationship relates to the employee. Do the three situational favorableness factors of the contingency leadership model fit in only one of the three variables or all contingency leadership variables? Leader-member relations is in two variables, followers and situation. However, task structure and position power are only in situation. What is the difference in the outcomes of the contingency leadership and the continuum leadership models and that of the path-goal model? Contingency leadership model is...
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...determining the organization’s drive, including personal interviews from leaders in two different divisions, published information regarding its fundamentals and how it sets its goals and their means of reaching them. The different leadership styles used in this organization...
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... Job satisfaction has different but similar definitions. Locke (1976) stated that" job satisfaction is a pleasurable emotional state resulting from the appraisal of one job." Latham (1990) believed it is "a pleasing or optimistic psychological state ensuring from the appraisal of an individual's job or job acquaintance." Edwin (1990) defined that is an outcome of stuff member's opinion of how well their job delivers those things that are viewed as important." In the paper, job satisfaction will be simply defined as a sense of happiness or content of an individual towards his job. In this paper, the relationship between leadership and trust will be discussed by Behavioral Theory(both University of Iowa studies and Ohio State studies) and Path-Goal Model first and then the impact of the job satisfaction because of different returns will be discussed by Two factors theory, Maslow's Hierarchy of Need Theory and Job Characteristics Model. Degree of trust in subordinates affects leadership Behavioral Theory - University of Iowa Studies (Kurt Lewin) (1939) In this theory, leadership is classified into authoritarian (autocratic) style, democratic (participative) style and free rein (laissez-faire) style. Authoritarian style is a leadership that all decisions making powers in the business are centralized in the leader...
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