Path-goal leadership theory
According to the path-goal theory, leader’s behaviour can influence the motivation, performance and satisfaction of their subordinates. Effective leadership can affect the behaviour of followers and can result in better individual performance and contentment, which can lead to a higher motivation. The approach also states that the leader determine the path and reduce the obstructions and pitfalls. So the personal opportunities and goal attainment can increase (Schriesheim & Neider, 1996).
The path-goal theory is based on two hypotheses (Jago, A.G.,1982). The attitude of the leader has to be acceptable and satisfying, because this will lead to contentment of the team members. The second hypothesis states that the behaviour of a leader has to be motivational, to the level that it makes satisfaction of the desires of team members depended on effective performance and provide them with coaching, rewards, and so on, which are necessary to perform effectively.
Basically, the task of the leader is to support followers in achieving their goals and purposes and to make clear that these objectives are matching with the strategic goals of the organization. The proposition explained in the paragraph above, imply that the environment and the personalities of the followers determine the success of the different leadership styles.
Many prognoses are possible within the path-goal theory, but empirical research has focused on two distinct hypotheses (Jago, A.G.,1982):
1. Leader initiating structure can lead to satisfaction of subordinates who committed to ambiguous (unstructured) responsibilities or can lead to dissatisfaction of teammates engaged in structured tasks.
2. Leader considerations have the greatest effect on the commitment of followers who focused on structured responsibilities.
The path-goal theory is based on the expectancy theory. The expectancy theory states that the motivation of individuals to achieve a goal is a function of the feeling that actions drive to outcomes, the conviction that these outcomes can result in other outcomes and the relative amount or utility giving to every outcome.
In structured situations, like in hospital, an efficient leader has to involve personal supportive behavior that supplies a basis of extrinsic rewards for subordinates. Such extrinsic benefits decrease the irritation and stress that probably attend very structured work with less challenge. The role of the leader is to involve in the motivation process to protected effort, achievement and subordinates contentment.
House and Dessler (1974) made a modification of the path-goal theory through replacing the labels structure and consideration by instrumental and supportive authority. House and Mitchell (1974) considered that the potential effects of participative- and achievement-oriented leadership as extra leader behaviour constructs.
One of the most standout issues that hospitals are currently dealing with is lack of trust in the management. Employees feel that the choices that management make are illogical. The use of path-goal theory by the management will first and foremost be a way to give the employees a sense of acceptable and satisfying leadership. This will motivate the employees and enhance their performance. Many processes and tasks in hospital, also in VUmc, are complex. Subordinates are involved and very capable. According to the path-goal theory, a participative leadership style is most suitable in such situations. It will clarify followers’ need for making suggestions and involvement. Applying this style of management will result in improved performance and a greater job satisfaction. Management should start coaching and supporting its employees. In doing this, the management should not initiate further structure; work environment in hospital is already highly routinized and formalized. This kind of behaviour will most likely be seen as authoritarian and will not contribute to the positive turn-around that is sought after. Executives need to clarify the paths and reduce the blocks and pitfalls. Besides that the role of the leader has to be acceptable and satisfying. A structured behaviour is necessary for the subordinates, so they can work efficiency. This kind of leadership can improve the extrinsic motivation and can reduce stress and annoyance.
References
Jago, A. G. (1982). Leadership: Perspectives in theory and research. Management science, 28(3), 315-336.
Schriesheim, C. A., & Neider, L. L. (1996). Path-goal leadership theory: The long and winding road. Leadership Quarterly, 7(3), 317-321.
House and Dessler, G., “The Path-Goal Theory of Leadership: Some Post Hoc and A Priori Tests,” in Hunt, J. G., and Larson, L. L. (Eds.), Contingency Approaches to Leader-ship, Southern Illinois University Press, Carbondale, Ill., 1974, pp. 29-55.
House and Mitchell, T. R., “Path-Goal Theory of Leadership,” J. Contemporary Buisiness, Vol. 5 (1974), pp. 81-