After reading this week’s materials and doing a bit more research on my own, something came into light quite quickly; which actually made me think; how could I have missed this common thread. Each of the leadership theories, styles and concepts we have studied this far all have some common requirements. Motivation seems to be one of the most prevalent.
The Goal-Path Theory is about setting goals to motivate your employees and defining and clearing the path for them to be successful. This sets a clear “motivation”; which in turn, “…suggests that leadership style affects the job satisfaction and performance of employees”(Basu, 2012).
The Situational Leadership “suggests that leadership depends on situational factors, such as preferred leadership styles and employee motivation”; again there is the employee motivation involvement with the style or theory or concept, (Basu, 2012).
On the flip side motivation is not always a positive attribute or thread to the leadership style. As in the case of the Transactional Leadership Style. “The problem with transactional leaders is expectations. If the only motivation to follow is in order to get something, what happens during lean times when resources are stretched thin” leaving no room to give (Germano, 2010).
So while motivation is important to all leadership styles, theories and concepts; it is just as important to take into account how that style affects the motivation of the employee and how it is to be applied to make the most impact in the most positive way.
Basu, C. (2012). Difference Between Situational Leadership & Path Leadership Theories. Retrieved October 4, 2012, from Houston Chronicle, Demand Media: http://smallbusiness.chron.com/difference-between-situational-leadership-path-leadership-theories-33446.html
Michael A. Germano, J. M. (2010, June). Leadership Style and Organizational Impact. Retrieved October 4, 2012, from Library Worklife: ALA-APA: http://ala-apa.org/newsletter/2010/06/08/spotlight/