Management Assignment : LeaderShip

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621-50-20181Module4NOPICTURES.ppt
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MGT 621
LEADERSHIP
Module 4: Path-Goal Theory and Its Predecessors

Dr. Chet Schriesheim

The Foundation: The Ohio State Leadership Studies

  • Consideration – Leader behavior that is warm and friendly and shows concern for the comfort and well-being of followers.
  • Initiating Structure – Leader behavior that initiates psychological structure for subordinates by telling them what, when, and how to do their jobs.
  • The original belief was that leaders must show high levels of both to be effective.
  • 60+ years of research now says that this belief was wrong (remember the Hemphill bomber crew studies from the first class).

(Ohio State Continued)

  • Findings from 450+ independent scientific studies show that Hi-C and Hi-S are not always best. Our current best estimates are that:
  • 40% of the time Hi-C/Hi-S is best
  • 10% of the time Lo-C/Lo-S is best
  • 25% of the time Lo-C/Hi-S is best
  • 25% of the time Hi-C/Lo-S is best.

  • Despite this, various trainers and consultants still teach what is called the “Great Hi-Hi Myth”(i.e., that Hi-C/Hi-S is always best).

A Commonly Used “Hi-Hi” Approach: The Managerial Grid (From Blake & Mouton)

1,9

Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo.

5,5

Organization Person Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining the morale of people at a satisfactory level.

1,1

Impoverished Management Exertion of minimum effort to get required work done is sufficient to sustain organization membership.

9,1

Authority-Obedience Efficiency in operations results from arranging the conditions of work in such a way that human elements interfere to a minimum degree.

9,9

Team Management

Work accomplishment is from committed people; interdependence through a “common stake” in the organization’s purpose leads to relationships of trust and respect.

1 2 3 4 5 6 7 8 9

1 2 3 4 5 6 7 8 9

Concern for People

Concern for Production

LOW

LOW

HIGH

HIGH

A Modified “Hi-Hi” Approach: Situational Leadership Theory (From Hersey & Blanchard)

S4

Delegating

Low Relationship and Low Task

S2

Selling

High Task and High Relationship

S3

Participating

High Relationship and Low Task

S1

Telling

High Task and Low Relationship

(Low) Task Behavior (High)

(Low) Relationship Behavior (High)

Style of Leader

MATURITY

HIGH MODERATE LOW OF FOLLOWERS

M4 M3 M2 M1

WILLING UNWILLING WILLING UNWILLING PSY. MATURITY

ABLE ABLE UNABLE UNABLE JOB MATURITY

MATURE

IMMATURE

A Much Better Situational Approach: Path-Goal Leadership Theory (From House)

KEY IDEA: The leader’s role is a supplementary one, to provide whatever is missing (from the subordinate or the work environment) that is necessary for the subordinate to be more motivated, productive, and satisfied.

Steps in Applying Path-Goal Theory and Its Logic

  • Learn the key elements of the theory and understand the underlying logic of Path-Goal Theory.
  • Get to know the work environment and each subordinate (with respect to their ability and skill, experience, needs, and personalities).
  • Determine what you can do to benefit each subordinate in terms of motivation, performance, and job satisfaction.
  • Apply the appropriate mix of leadership styles to benefit each individual subordinate.

Summary of Path-Goal Theory of Leadership (From House & Mitchell)

Subordinate Characteristics

  • Ability and Skill
  • Experience
  • Needs
  • Personality

Outcomes

  • Motivation
  • Performance
  • Satisfaction

Subordinate Path-Goal (Expectancy Theory) Perceptions

  • Valence
  • Expectancy
  • Instrumentality

Leadership Behavior Styles

  • Directive
  • Supportive
  • Participative
  • Achievement-Oriented

Work Environment Characteristics

  • Nature of the Task
  • Work Group Characteristics
  • Organizational Factors

Another Option: Use the Revised Porter & Lawler Model and Path-Goal Logic

Moti-vation

Perform-ance

Non-fi-

nancial

Reward

(s) Received

Financial

Re- ward(s)

Received

Satis-faction

Rewards Are Per- ceived As Fair

  • Turnover
  • Absence
  • Etc.

Competence

Relative to

Job Demands and Require-ments

Clear Under-standing of Job and Performance Expectations

Offered

Valued

Re-ward(s)

Believe

In a High

Prob-ability of Getting

Reward