![3. PATH-GOAL
THEORY
ROBERT HOUSE
This theory focuses on the achievement-oriented,
directive, participative, and supportive leader behaviors.
The directive path-goal refers to situations where the
leader lets followers know what is expected of them
and tells them how to perform their tasks. The theory
argues that this behavior has the most positive effect
when the subordinates' role and task demands are
ambiguous and intrinsically satisfying.
The achievement-oriented refers to situations where
the leader sets challenging goals for followers, expects
them to perform at their highest level, and shows
confidence in their ability to meet this expectation.
The participative leader behavior involves leaders
consulting with followers and asking for their
suggestions before making a decision. This behavior is
predominant when subordinates are highly personally
involved in their work.
The supportive leader behavior is directed towards the
satisfaction of subordinates needs and preferences.
The leader shows concern for the followers'
psychological well being.[6] This behavior is especially
needed in situations in which tasks or relationships are
psychologically or physically distressing.](https://image.slidesharecdn.com/theoriesofleadership-201203031536/85/Theories-of-leadership-11-320.jpg)
Theories of leadership
- 2. TRAIT THEORY CONTINGENCY THEORY BEHAVIORAL THEORIES
- 3. TRAIT THEORY The trait theory is one of the oldest theories in existence seeking to describe great leadership. this theory is aimed at pointing out the characteristics a leader has or requires. trait theory focuses on physiological attributes like height, weight etc, demographics and intelligence. thus trait theory identifies a particular personality or behavioral characteristics that a leader posses.
- 4. 1.GREAT MAN THEORY Thomas Carlyle leadership is an inherent trait of a person who is destined to become a great leader by birth and they prove themselves when the great need arises. In other words, some people are born to become leaders and leadership is a heroic act. A leader posses the following characteristics: confidence, intellect, social skills, communication skills etc. thus the theory says that one is BORN a leader
- 5. 2. TRAIT AND SKILL THEORY RALPH M STOGDILL This theory was proposed as a result of analyzing hundreds of leadership-related studies. Ralph M Stodgill found there is not much agreement with key traits and if a list were made it would contain many traits which cant actually help to find or define a leader. he emphasized on three types of traits. PHYSICAL TRAITS: energy, appearance, height, intelligence. PERSONALITY TRIATS: self- confidence, adaptability, enthusiasm, aggressiveness. SOCIAL SKILLS: cooperativeness, interpersonal skills, administrative skills.
- 6. 3. BIG FIVE MODELExtraversion, a trait that is found in dominant and assertive leader. Social and dominant people can easily assert themselves in a group situation. conscientiousness and openness to experience also have great influence on leadership. an effective leader also posses the trait of emotional intelligence. empathetic leaders can sense other's feelings and understand the reactions of others. one who can effectively express one's emotion and manage it can easily influence others emotions.
- 7. CONTINGENCY THEORY This theory emphasizes different variables in a specific setting. that determine the style of leadership best suited for the said situation. It is founded on the principle that no one leadership style is applicable to all situations. This theory also suggest that good leaders not only posses the right qualities but they are also able to evaluate the needs of their followers and the situation in hand. Thus this theorizes that leadership is a combination of many key variables. situations can be characterized in terms of 3 factors. leader-member relation, task structure and position power.
- 8. CONTINGENCY THEORY THE FIEDLER MODEL SITUATIONAL LEADERSHIP THEORY PATH- GOAL THEORY LEADER-MEMBER EXCHANGE THEORY
- 9. 1.FIELDLER MODEL The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. developed by Fred Fiedler who studied personality and characteristics of leaders. The theory focused on leadership and organization performance. FRED FIEDLER
- 10. 2.SITUATIONAL LEADERSHIP THEORY HERSEY AND BLANCHARD This theory focuses on the maturity of the followers. in this theory the leadership may change according to the followers of the leader. The two key elements are the leadership style and follower's maturity level.
- 11. 3. PATH-GOAL THEORY ROBERT HOUSE This theory focuses on the achievement-oriented, directive, participative, and supportive leader behaviors. The directive path-goal refers to situations where the leader lets followers know what is expected of them and tells them how to perform their tasks. The theory argues that this behavior has the most positive effect when the subordinates' role and task demands are ambiguous and intrinsically satisfying. The achievement-oriented refers to situations where the leader sets challenging goals for followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation. The participative leader behavior involves leaders consulting with followers and asking for their suggestions before making a decision. This behavior is predominant when subordinates are highly personally involved in their work. The supportive leader behavior is directed towards the satisfaction of subordinates needs and preferences. The leader shows concern for the followers' psychological well being.[6] This behavior is especially needed in situations in which tasks or relationships are psychologically or physically distressing.
- 12. 4. LEADER-MEMBER EXCHANGE THEORY The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way (dyadic) relationship between leaders and followers. Previous research shows that better LMX results in more resources being available to subordinates and restricted information. It focuses on the relationship that develops between managers and members of their teams. The theory states that all relationships between managers and subordinates go through three stages. These are: Role-Taking. Role-Making. Routinization.