According to the first of all theory, the manager’s job is viewed as guiding workers to

choose the best paths to reach their goals, as well as the organizational goals. The
theory argues that leaders will have to engage in different types of leadership behavior
depending on the nature and the demands of a particular situation. It is the leader’s job
to assist followers in attaining goals and to provide the direction and support needed to
ensure that their goals are compatible with the organization’s goals.[2]
A leader’s behavior is acceptable to subordinates when viewed as a source of
satisfaction, and motivational when need satisfaction is contingent on performance, and
the leader facilitates, coaches, and rewards effective performance. The original path-
goal theory identifies achievement-oriented, directive, participative,
and supportive leader behaviors:

 The directive path-goal clarifying leader behavior 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.[4]

 The achievement-oriented leader behavior 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.[4] Occupations in which the
achievement motive were most predominant were technical jobs, sales persons,
scientists, engineers, and entrepreneurs.[2]

 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.[2]

 The supportive leader behavior is directed towards the satisfaction of subordinates

needs and preferences. The leader shows concern for the followers’ psychological
well being.[4] This behavior is especially needed in situations in which tasks or
relationships are psychologically or physically distressing.[2]
Path–goal theory assumes that leaders are flexible and that they can change their style,
as situations require. The theory proposes two contingency variables, such as
environment and follower characteristics, that moderate the leader behavior-outcome
relationship. Environment is outside the control of the follower-task structure, authority
system, and work group. Environmental factors determine the type of leader behavior
required if the follower outcomes are to be maximized. Follower characteristics are the
locus of control, experience, and perceived ability. Personal characteristics of
subordinates determine how the environment and leader are interpreted. Effective
leaders clarify the path to help their followers achieve goals and make the journey
easier by reducing roadblocks and pitfalls. [1] [5] Research demonstrates that employee
performance and satisfaction are positively influenced when the leader compensates for
the shortcomings in either the employee or the work setting. According to Northouse,
the theory is useful because it reminds leaders that their central purpose as a leader is
to help subordinates define and reach their goals in an efficient manner. [6]
In contrast to the Fiedler contingency model, the path–goal model states that the four
leadership styles are fluid, and that leaders can adopt any of the four depending on
what the situation demands.

You've always felt that the best way to manage a fast-paced, expert team is to set
objectives, and then let team members work out how they'll deliver for themselves. You
don't want to interfere with what they're doing, so you rarely have meetings with
individuals or with the group.

The problem is that the team hasn't responded well to this approach. So what else
should you do? Would daily meetings waste your people's time? And would they be
annoyed if you involved yourself more in decision-making, or gave them more guidance
on the project?

When thinking about the best way to lead a team, we have to consider several different
factors, and it's easy choose the wrong approach. When this happens, morale,
effectiveness, and productivity can suffer.

Path-Goal Theory helps you identify an effective approach to leadership, based on what
your people want and your current situation. In this article, we'll look at Path-Goal
Theory, and we'll explore how you can apply it to your own situation.

About Path-Goal Theory

Psychologist, Robert House, developed Path-Goal Theory in 1971, and then redefined
and updated it in a 1996 article in The Leadership Quarterly. Let's look at some of the
elements of the theory.

Leadership Responsibilities
According to it, if you want your people to achieve their goals, you need to help,
support, and motivate them. You can do this in three ways:

1. Helping them identify and achieve their goals.

2. Clearing away obstacles, thereby improving performance.

3. Offering appropriate rewards along the way.

To do this, you can use four different types of leadership:

 Supportive leadership – Here, you focus on relationships. You show sensitivity to

individual team members' needs, and you consider your team members' best
interests. This leadership style is best when tasks are repetitive or stressful.
 Directive leadership – With this, you communicate goals and expectations, and you
assign clear tasks. This style works best when tasks or projects are unstructured, or
when tasks are complex and team members are inexperienced.
 Participative leadership – With participative leadership, you focus on mutual
participation. You consult with your group, and you consider their ideas and
expertise before making a decision. This approach works best when your team
members are experienced, when the task is complex and challenging, and when
your team members want to give you their input.
 Achievement-oriented leadership – Here, you set challenging goals for your team.
You have confidence in your team's abilities, so you expect your team to perform
well, and you maintain high standards for everyone. This style works best when team
members are unmotivated or unchallenged in their work.