Over my career, various leaders helped to motivate my job performance. In reviewing House and Mitchell’s path-goal theory, one can get a better understanding as to why it is critical for leaders to not only be concerned about job performance, but job satisfaction as well. By linking in the concept of employee motivation into the theory, leaders can not only increase productivity in the organization, but also employee satisfaction (Nisen, 2013). The path-goal theory can help to explain how effective leadership can help increase employee satisfaction by considering leadership behaviors, employee characteristics, and task characteristics. Only when all items are considered will the potential for both employer and employee satisfaction will be accomplished; proving that effective leadership leads to motivated employees.
Path-goal Theory
The path-goal theory takes three things into account: leadership style, employee characteristics, and the work setting (Northouse, p. 137). Utilizing expectancy theory, the motivation of employees is critical to the success of the employer and employee (PSU, 2014). Overall, the emphasis for path-goal theory is how a leader’s style helps to motivate his followers. The challenge is for the leader to use a leadership style that best meets subordinate’s motivational needs; therefore, the leader would need to choose which behavior would help complement each follower to ensure goals are met (PSU, 2014).
When reviewing all three categories, we need to determine what leadership behaviors are considered when matching behaviors to employee characteristics and work settings. Specific leader behaviors under path-goal theory include directive, supportive, participative, and achievement-oriented (Northouse, pp. 139-140).All behaviors are very distinctive from one another; therefore, matching leader behaviors to the characteristics of subordinates is crucial in regards to motivation.
The employee characteristics identified in path-goal theory include needs by subordinates, including needs for affiliation, preference for structure, desires for control, and self-perceived level of task ability (Northouse, p. 141). Path-goal theory not only matching the leader behavior to the employee characteristics, it also matches both to the work setting – or task characteristics. Work setting also impacts a leader’s influence on its followers. Task characteristics include design of the subordinate’s task, the formal authority system of the organization, and the primary work group of the employees (Northouse, p. 142).
Motivational Examples
Ok, now that we know the different variables, how do all of these match to ensure employee motivation? Path-goal theory provides leaders some suggestions. For tasks that are structure, but unsatisfying, leaders should be supportive to satisfy the human needs of the employee (Northouse, p. 144). In the past, I have worked in a production environment. There was a structure process and specific goals each employee had to meet each month. The tasks were monotonous and the stress of meeting each month’s goal was always looming. Luckily, my manager was supportive and helped to address any personal concerns I had with my work. The fact she cared about my human needs made me want to work harder not only to meet my goals, but her goals as well.
If a task is vague, the leader should use participative behavior to provide clarity to the employee for those that have a strong need for control (Northouse, p. 144). The participative leadership style can clarify an employee’s tasks and link them to an overall organizational goal. When I first started in my agency, my team was establishing a new process. Each team member’s roles were specified, but we had to develop the processes and tasks that needed to be performed to meet the agency’s needs.
My leader challenged requested our input and used our information to make decisions for the agency. His insightful leadership style not only taught us the importance of our work in regards to the agency’s mission, it also provided the team member’s satisfaction in the work. Path-goal theory helps to focus on the bigger picture, emphasize the importance of process, pay attention to what excites employees, and use positive reinforcement (Alexander, 2013).
Finally, achievement-oriented leadership is most helpful in setting where the employees are required to perform indefinite tasks. However, if high expectations are implemented, it can help the employee’s perception of own performance (Northouse, p. 140). Being thrown into a new job with no training provided, I was uncertain of what to do. The only positive for me in this scenario was the fact I had previously done similar work in the past. My management set high expectations of me, and I think that helped my performance. Not only did I feel accomplished in my new job, I believe I became a critical teammate for the group.
Generally, path-goal theory teaches us that each leadership behavior strives to maximize employee outcomes by r acknowledging the impact of both environmental factors and worker characteristics in regards to job performance (Cross, 2014).
Discussion
Overall, the path-goal theory helps to link three essential parts to ensure employee satisfaction: leader’s behaviors, employee characteristics, and the work setting. Making the connections between the three will help to result in overall success of both the employer and employee. Basically, subordinates are on a path, and leaders help the followers reach that goal through guidance and coaching (Burkus, 2010). Path-goal theory helps to provide the connections between the three factors. When all items are considered, effective leadership leads to motivated employees.
References
Alexander, Shari. (2013, Nov. 5). How to Motivate Employees in Less Than 5 Minutes.
Entrepreneur Website. Retrieved on February 21, 2014 from http://www.entrepreneur.com/article/229788
Burkus, David. (2010, Mar. 4). Path-goal Theory. LDRLB Website. Retrieved on February 21,
2014 from http://ldrlb.co/2010/03/path-goal-theory/
Cross, Vanessa. (2014). The Path-Goal Theory of Leadership in Companies. Small Business
Chron Website. Retrieved on February 21, 2014 from http://smallbusiness.chron.com/pathgoal-theory-leadership-companies-20568.html
Nisen, Max. (2013, Sep. 6). Why Talented People Underperform and How to Stop It. Business
Insider Website. Retrieved on February 21, 2014 from http://www.businessinsider.com/how-to-motivate-employees-2013-9
Northouse, P.G.(2013). Leadership: Theory and Practice. Los Angeles: Sage Publications.
Pennsylvania State University (PSU). (2014). Lesson 6: Contigency and Path Theories.
Retrieved February 17, 2014, from Psych 485: Leadership in Work Settings:
https://courses.worldcampus.psu.edu/sp14/psych485/001/toc.html