HOUSE’S PATH-GOAL THEORY

• Builds from the Ohio State studies and the expectancy

theory of motivation
• The Theory:
– Leaders provide followers with information, support, and
resources to help them achieve their goals
– Leaders help clarify the “path” to the worker’s goals
– Leaders can display multiple leadership types
• Four types of leaders:
– Directive: focuses on the work to be done
– Supportive: focuses on the well-being of the worker
– Participative: consults with employees in decision-making
– Achievement-Oriented: sets challenging goals
 PATH-GOAL MODEL
• Two classes of
contingency
variables:
– Environmental are
outside of employee
control
– Subordinate factors
are internal to
employee

• Mixed support in the

research findings
PATH-GOAL GUIDELINES FOR AN EFFECTIVE LEADER

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PATH-GOAL LEADERSHIP STYLES

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PATH-GOAL LEADERSHIP THEORY

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Substitutes and Neutralizers For Ledaership

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 TRANSFORMATIONAL AND
TRANSACTIONAL
LEADERSHIP

CONTEMPORARY VIEWS CHARISMATIC AND

OF LEADERSHIP AUTHENTIC LEADERSHIP

SELF LEADERSHIP
TRANSACTIONAL AND TRANSFORMATIONAL
LEADERSHIP
• Transactional leaders identify what subordinates
need to do to achieve objectives, clarify organizational
roles and tasks, set up an organization structure, reward
performance, and are considerate for the social needs of
its followers
• Transformational leaders articulate a vision and
inspire followers. They have the capacity to motivate,
shape the organizational culture, and create a climate
favorable for organizational change

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 Leadership Model

Transformational
Transaction Approaches
Approaches
• Laissez-Faire • Individualized
• Management by Consideration
Exception • Intellectual Stimulation
• Contingent Reward • Inspirational Motivation
• Idealized Influence

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 Transformational Leaders
• Inspire followers to transcend their self-interests for the good of the organization

• Contingent Reward
• Management by Exception (active)
Transactional • Management by Exception (passive)
• Laissez-Faire

• Idealized Influence
• Inspirational Motivation
Transformational • Intellectual Stimulation
• Individualized Consideration

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 ELEMENTS OF TRANSFORMATIONAL LEADERS
 Transformational leaders are able to set out a bold vision
 Transformational leaders are skilled at marshalling the intellectual and emotional equity of
their people
 Transformational Leaders have individualized consideration
 Transformational leaders will not their heart rule over their mind
 Transformational leaders encourage intelligence to allow constructive argument
 Transformational Leaders believe in the imperative of institutionalization
 Transformational leaders are willing to move away from their conventional roles
 ISSUES WITH TRANSFORMATIONAL
LEADERSHIP
• Basis for Action:
– Transformational leadership works by encouraging followers to be more
innovative and creative and by providing ambitious goals
• Evaluation Based on the Research:
– This theory does show high correlations with desired outcomes
– This style of leadership can be taught
• Transformational vs. Charismatic Leadership:
– Similar concepts, but transformational leadership may be considered a
broader concept than charisma.
– Instrument-based testing shows the measures to be roughly equivalent
 CHARACTERISTICS OF THE TWO TYPES OF LEADERS
Transactional Transformational
• Contingent Reward: • Idealized Influence:
– Contracts exchange of rewards – Provides vision and sense of mission,
for effort, promises rewards for instills pride, gains respect and trust
good performance, recognizes • Inspiration:
accomplishments
• Management by Exception: – Communicates high expectations,
uses symbols to focus efforts,
– Active: Watches and searches for expresses important issues simply
deviations from rules and
standards, takes corrective action • Intellectual Stimulation:
– Passive: Intervenes only if – Promotes intelligence, rationality,
standards are not met and problem solving
• Laissez-Faire: • Individualized Consideration:
– Abdicates responsibilities, avoids – Gives personal attention, coaches,
making decisions advises
 CHARISMATIC LEADERSHIP
• House’s Charismatic Leadership Theory:
– Followers make attributions of heroic or extraordinary leadership
abilities when they observe certain behaviors
• Four characteristics of charismatic leaders:
– Have a vision
– Are willing to take personal risks to achieve the vision
– Are sensitive to follower needs
– Exhibit behaviors that are out of the ordinary
• Traits and personality are related to charisma
• People can be trained to exhibit charismatic behaviors
 Charismatic Leadership
• Charisma means gift in Greek

Unconventional Vision
Behavior

Sensitivity to
Personal Risk
Followers

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How do charismatic leaders influence followers?

Create a
Articulate a Create a new Demonstrate
Vision
Vision set of Values the Vision
Statement

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 HOW CHARISMATIC LEADERS INFLUENCE
FOLLOWERS
• A four-step process:
1. Leader articulates an
attractive vision
• Vision Statement:
A formal, long-term strategy to attain goals
• Links past, present, and future

1. Leader communicates high performance expectations and confidence in

follower ability
2. Leader conveys a new set of values by setting an example
3. Leader engages in emotion-inducing and often unconventional behavior to
demonstrate convictions about the vision