Path-Goal Theory

This thought of Robert House agrees that a leader can impact the satisfaction, motivation and performance of a group by:

•       Extending rewards for accomplishing performance destinations.
•       Elucidating paths for these destinations.
•       Getting rid of obstructions to functioning.

By contrast, whether leadership behavior can do so in effect also counts on situational components.

Situational Elements of the Path-Goal Theory

•   Venue of Control

A participative leader is suited for understrappers with internal venue of control; A directing leader is suited for subordinates with external venue of control.

•   Self-perceived capacity

Subordinates that conceive they have a high capacity themselves, do not like directive leadership.

•   Features of the environment:

When a group is working on a project that has a  directive leadership  and high structure is less effective and redundant.

•    When a extremely formal bureau system is in place, directive leadership can once more reduce satisfaction of workers.
•   When subordinates are in a team environment extending great social support, the corroborative leadership style turns less essential.

Four Leadership Styles (House)

•   Directive Leadership

The leader renders particular guidance of execution to subordinates.

•    Supportive Leadership

The leader is favorable and demonstrates interest for the subordinates.

•   Participative Leadership

The leader looks up with subordinates and conceives their hints.

•   Achievement-oriented Leadership

The leader sets high destinations and anticipates subordinates to have eminent-level performance.

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