Path-Goal Theory.

 

The Path-Goal Theory of leadership, developed in the early 1970s, proposes that the leader's role is to clear the paths subordinates use to accomplish goals. The concept of exchange between leaders and subordinates, whether it is implicit or explicit contract, is the core of the model.

 

The major conceptual basis for the Path-Goal Theory is the expectancy model of motivation. Expectancy theory describes how individuals make rational choices about their behavior, based on their perceptions of the degree to which their effort and performance lead to outcomes they value. The key motivation, then, is to remove the various obstacles that weaken the linkages between effort and performance and between performance and outcomes.

 

The nature of the task and follower characteristics determine which leadership behavior contributes to subordinate satisfaction. If the task is new and unclear, the followers are likely to waste their efforts due to a lack of knowledge and experience. They might feel frustrated and unmotivated, so the leader must provide instructions and training, thereby removing obstacles to followers´ performance and allowing them to do their job. If a task is routine and subordinates performed it successfully a number of times, however, they might face an element of boredom, which would require the leader must show consideration, empathy, and understanding toward subordinates.