In Path-Goal Theory, it is expected for leaders to find a style that works in motivating employees. This assumes that leaders will understand the rewards that the follower is expecting and will do what they can to help the follower succeed. Actions taken by the leader should strengthen the belief of the follower in the leader, including providing emotional support when needed (Williams, 2019).
The basic idea behind the Path-Goal Theory includes four steps: defining the goals, clarifying the path, removing obstacles, and providing support. If followers feel leadership is successful in these four steps, followers will be motivated. This thought is taken directly from the expectancy theory of motivation. So, if the follower feels they can do the work assigned successfully and will receive some kind of recognition for that work, motivation will be high (Northouse, 2016, p. 116).
It is important for leaders to know the goals of each follower. In the companies I have worked for this can be achieved through the annual performance reviews. However, if a follower puts their goals on their review, but the leaders either do not see it or ignore it, then the follower can lose motivation.
This is what is happening currently with me. I am currently a Buyer II. Since I started with my current employer almost four years ago, I have placed on my performance review that I am pursuing a degree in Organizational Leadership and am interested in any leadership opportunities. In addition to the annual review, every time there has been an opening for a Buyer III or Buyer IV position, I have either requested to be considered for the opening or actually applied for the job. Each time I have had my one-on-one discussion with my manager, I am told I am doing a great job and to keep up the good work. When I bring up promotions, I am told that I just need to wait my turn. However, people that had been with the company for less time and have performed no better or worse than myself, have been promoted over me. Those people in addition to being promoted have also left the company for other jobs.
My current manager has been with the company for less than a year, so I have not been holding him accountable for the actions of the other managers. I have been able to discuss my frustrations with him and he understands where I am (Supportive Leadership) (Northouse, 2016, p. 117). For the first time since I have been hired, I actually feel someone is in my corner. Except where others have been advanced just by their work, with no special caveats, I will have to leave a program I enjoy to move to buying specific commodities. I have been a commodities buyer before and I do not find it as challenging as buying for the program I currently am working. This has caused motivational problems with me to the point I have started looking for other career opportunities.
I believe in Path-Goal and feel in most cases that our leadership team follows the leadership behaviors discussed by Northouse (Pg, 117-118). However, over the last couple of years, I have been passed over for promotion numerous times. I have also applied for Buyer III or Buyer IV positions 6 times and the fact I applied was never even mentioned by the leadership team. I feel like I am the outlier of the department.
References
Northouse, P. G. (2016). Leadership: Theory and Practice. Los Angeles: Sage Publications, Inc.
Williams, J. (2019, 01 07). PSYCH485: Leadership in Work Settings: Lesson 6: Contigency & Path Theories. Retrieved from PSU WC: https://psu.instructure.com/courses/1972967/modules/items/25704897
Georgette Jutta Kuzmenko says
I think this goes in the direction of leaders knowing their own strengths and weaknesses. As House (1996) brings to attention that a specific combination of any behavior will be dependent on the leader’s skills. Therefore it is imperative that a leader recognizes not only their followers’ personality traits in order to gauge agreeableness and openness to new experiences but their own personality traits in order to be effective. In your example, you bring up the point that you were passed over for a promotion to less qualified candidates. This leads to the question if they actually had the proper personality and skills in order to be a leader in the first place. It may be best that they use a strength-based method to find a career or goal that aligns with their personality.
Drucker’s work placed importance on the idea of strength awareness as it is essential to being able to be successful in any given field (2005). By being able to place oneself in successful positions and keenly aware of one’s strengths, one is able to adapt to and create situations in order to be successful (Drucker, 2005). Using a strength-based method is often overlooked as people tend to get hung up on strengthening deficits. However, it is much more practical and efficient to pick careers and leadership styles based on one’s strengths.