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Path Goal

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Path-Goal Theory of Leadership
Introduction
The path-goal theory developed by House(1971) and developed over the next several years(e.g. House, 1999), Since that’s time there are a lot of studies created to test of the theory, argues that leaders can adjust their own behaviors to adapt to contingencies and in this way find the most suitable style for any particular situation. The theory states that the main goal of the leader is to help subordinates attain the subordinates' goals effectively, and to provide them with the necessary direction and support to achieve their own goals as well as those of the organization.
In particular leader:
Leaders can take a strong or limited approach in these. In clarifying the path, they may be directive or give vague hints. In removing roadblocks, they may scour the path or help the follower move the bigger blocks. In increasing rewards, they may give occasional encouragement. This variation in approach will depend on the situation, including the follower's capability and motivation, as well as the difficulty of the job and other contextual factors.
The theory proposes four different kinds of leadership styles. They are directive or instrumental, supportive, participative and achievement-oriented leadership styles. An effective leader is one who knows which style to use and when to use it.
House and Mitchell (1974) defined four kinds of behavior in more specific terms:
Directive leader behavior is behavior directed toward providing psychological structure for subordinates know what they are expect to do, scheduling and coordinating work, given specific guidance, and clarifying policies, rules, and procedures. Directive behavior is one form of path-goal clarifying behavior. No authoritarian and no punitive directive leader behavior was asserted in the seminal path-goal theory paper to reduce subordinate role ambiguity, clarify

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