4 responses to 4 reading assignments: DUE IN 2 HRS.. NO EXTENSION

READING 1.

Robert House (1996) initially developed Pathgoal theory to explain workplace leadership. The theory builds on two work motivation theories of goal setting and expectancy theory. Goal setting theory is based on the idea that an effective way to motivate employees is to set challenging goals that are both realistic and offer a reward for completion. Expectancy theory helps explain why people work hard to attain goals and suggest employees will work hard if they believe completing their goals will lead to a reward such as a bonus or promotion and that the behaviors they engage in are likely to help them meet their goal. Employees who do not value the reward associated with the goal or believe that a particular behavior will help then reach that goal they will not be motivated to reach their goals (House, 1996).

            Pathgoal theory also suggests that effective leaders are the ones who can help there employees reach the goals of the organization and that the leaders have the responsibility to provide the employees the necessary tools, including information and support to reach those goals.  Leaders must help their followers with goal attainment by removing obstacles that might prevent them from reaching their goals. It important to consider that pathgoal theory is a contingency theory and an effective leader must adopt a style of leadership that matches the needs of the employees in any given situation. There are four main leadership styles identified by the theory that includes Supportive, Directive, Participative, and Achievement oriented (Avolio, 2007). Supportive leadership requires the leader to identify with the needs of the subordinate and that they create a positive atmosphere for them to work in. Directive leadership requires that a leader give their employees clear guidelines and let them know what is expected of them by enforcing rules and procedures. Participative leadership requires that a leader consult with their subordinates and consider their opinions and suggestions when determining the strategy to meet their goals. Finally, the Achievement oriented style uses a method in which challenging goals are set to emphasize excellence and building confidence that the employees are capable of working to high standards. It is also important to recognize that the style of leadership will depend on environmental factors such as the nature of the task and internal factors such as the experience and abilities of the employees.

            For the situation given in this week’s discussion supportive leadership would probably not be the best choice. This is because supportive leadership is most effective when the tasks are somewhat routine, boring, or even dangerous. This type of leadership helps remove negative aspects of the job. Directive leadership is best applied to situations in which there is much uncertainty within the working environment and direction helps clarify and reduce task ambiguity. It would be difficult to clearly state the task of the employees in this week’s discussion because it was stated as non-routine and the employees are highly skilled and experienced and would not likely want to be under constant direction. The achievement oriented style would likely not be the most effective method either because with highly skilled and experienced employees they probably would not benefit from a style that was focused on building confidence as they likely already posses a great deal of confidence. Participative leadership is often the most effective in unstructured situations because it can increase role clarity and is effective for individuals who have a high need to control their environment. Given the nature of the work of the employees in this week’s discussion this would be the best style to handle the constant non-routine nature of the work.

References

Avolio, B. (2007). Promoting more integrative strategies for leadership theory-building.  

     American Psychologist, 62(1), 25-33. doi:10.1037/0003-066X.62.1.55

House, R. (1996). Path-goal theory of leadership: Lessons, legacy, and reformulated theory.

     Leadership Quarterly, 7(3), 321-352. Retrieved from

     http://leadership.wharton.upenn.edu/l_change/publications/House/house2.pdf

READING 2

Abstract

My task at hand is to provide leadership for a group of customer service representatives.  They need to be very skilled in their knowledge base because they are responsible for solving unique problems for various customers which requires recommending utilization of various types of company equipment.  Due to the uniqueness and complexity of problems, there are no standard or routine solutions; therefore, an in depth knowledge of service and equipment is required.

            Utilizing the Path-Goal Theory, I will recommend an approach from among the four major leadership styles within this theoretical base, the four being Directive, Supportive, Participative, and Achievement (McShane, 2013).

The variables for specific utilization are separated into two contingencies, employee and environmental.  Based on the summary listed above, the employee contingency needs to be either supportive or participative.  This is due to the high level of experience needed to perform the job and the high internal degree of control required to provide a workable solution to the client in a timely manner.  The environmental contingency rules out the supportive theoretical approach due to the non-routine nature of the work; therefore, the Path-Goal Leadership Model needs to be participative.  In fact, this might be appropriate for an entry level supervisory position. 

As I would evaluate more upper level management contingencies, I would move on quickly to some of the other theories.

Introduction

I believe effective leadership is a combination of most of the theories referenced in the text along with a few I did not see.  I do not want to go as far as to say that some people are born to be leaders and some are not.  My hypothesis is that leadership is learned and not taught, but it is additionally rooted in a person’s individual personality, level of intelligence, life experiences, opportunities, and critical awareness (Riggio, 2010).

Myself as a Leader

            So thinking about this assignment to discuss leadership competencies and becoming an effective leader myself, I need to assess first whether or not I want to be a leader and whether I have any natural tendencies to do that. 

            I would like to apply the leadership principle to our group project.  I had no desire to be the group leader for several reasons.  The first is that I do not have even a second of spare time as I study for medical school and work on the regular assignments for this class.  Secondly, I am not very patient when it comes to others who have excuses for non-performance.  Thirdly, it frustrates me to include ideas of others which I do not believe in or are just plain illogical or ignorant.  Lastly, and maybe the most important, is that I simply do not like doing it. 

            Kristen was a God-send to our group.  I could see that we were getting off to a slow start, so I thought that if I could get this project moving, Kristen would run with it.  I was out of the gates fast and it worked.  Kristen took over and everybody else provided very appropriate information and input. 

            Actually, knowing myself, I do not want to be a leader, no matter how much you might train me, analyze my strengths and weaknesses, polish my charisma, implant a certain vision, even provide me with the best network of associates, or assign me the formal position.  Some individuals just do not want to be leaders. 

Conclusion

Leaders are not made by design but by personality, level of intelligence, life experiences, opportunities, level of natural charisma, and willingness of the individual to lead.  I choose to be the best at what I want to do.  In my opinion, if that level of professional competency inspires others to follow me, so be it.  If it does not, that is ok also.  I do not believe you need to be a leader to be successful or to make significant contributions to society.  I can choose to be an associate with somebody and choose to follow them or not.  I believe that no technique, process, or skill someone is taught will influence my choice to follow them or not. 

It is a good thing that not everyone wants to be a leader.  For every successful leader, there are hundreds of competent, informed followers. 

References

McShane, S.  &  Von Glinow, M. (2013).  Organizational Behavior (6th ed.).  New York, NY: McGraw-Hill.

Riggio, Ph.D., Ronald E. (2010, Dec), Psychology Today, Are Leaders Born or Made?  Why the Question Itself is Dangerous? Retrieved from: