The Path-Goal theory helps to define methods and pathways to
successful achievement of organizational objectives. The theory postulates that leadership
behavior is subject to the satisfaction, motivation, and performance of their
subordinates. Strong leadership implies that such leaders should engage in
behaviors that enhance employee abilities and reduce deficiencies. Organizations can
do this through coaching, counseling, servant leadership, and engagement. The
specific style of leadership and direction are based upon two contingencies
that include the environment and the employee characteristics. Through the use and application of Path-Goal Theory organizations can realize higher performance.
The path-goal theory was originally developed by Robert
House in 1971 and then revised again in the mid 1990’s. The theory came into
business as a strong approach of managing employees and improving upon their
overall performance. The ultimate goal is to provide them a path to achieve
their objectives through proper communication and encouragement. It is seen as a method of encouraging engagement.
The success of leadership depends in part on environmental
factors and follower characteristics. 1.) Environmental factors relate to
culture, power dynamics, team characteristics, etc… that is outside the
employees control. 2.) Employee characteristics are those individual
characteristics that depend on employees themselves such as employees’ needs,
locus of control, experience, perceived ability, satisfaction, willingness to
leave the organization, and anxiety. Proper leadership requires the ability to
adjust that leadership style based upon these two contingencies.
A study conducted by Sikandar Hayyat explored path-goal
models of leadership and found that both directive and participative leadership
styles encourage higher levels of performance (2012). The study also indicates that subordinate job
expectations are influenced heavily by leader behaviors. Directive styles are
more focused clarifying paths while participative styles are more beneficial in
setting, clarifying, and achieving goals. Employees take cues from their
leaders to determine proper courses of action.
The directive style offers paths for employees to accept or
reject while the participative style tries to draw
subordinates into defining and understanding these goals. It is possible to see
the benefits of directive methods once employees have been acclimated into a
company and trust the organization while the participative style may be more
beneficial for new employees that seek direction but must willingly accept
paths and goals as appropriate. The researcher Robert House actually suggested a servant leadership style as most appropriate.
Columbia Records is an excellent example of an organization that used Path-Goal Theory to realize objectives. They inspired performance, contentment, and motivation by
clarifying paths on how to achieve goals, rewarding employees once they have
achieved those defined goals, and removing organizational obstacles that lowered
the chances of employees being successful (Vandergrift & Matusitz, 2011). The
process and its defined goals were transparent and trusted by employees which
lent to higher levels of engagement.
The path-goal theory is one method of viewing leadership and
workplace engagement. Organizations that seek to increase employee’s abilities
should think about how their leadership provides appropriate direction on
expectations, reward employees who follow appropriate paths, and encourages employees
to adopt those paths for themselves. Through proper management organizations can
realize higher levels of performance beyond job descriptions and basic standards.
Kinicki, A. & Kreitner, R. (2009). Organizational
Behavior: Key concepts, skills & practices (fourth edition).
McGraw-Hill Company.
Malik, S. (2012). A study of relationship between leader
behaviors and subordinate job expectations: a path-goal approach. Pakistan Journal of Commerce & Social
Sciences, 6 (2).
Vandergrift, R. & Matusitz, J. (2011). Path-goal theory:
a successful Columbia Records story. Journal
of Human Behavior in the Social Environment, 21 (4).
