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path goal theory of leadership limitations
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In order to ensure that I function as an effective leader, I must observe and reflect upon major leadership theories and models. I believe the Situational Leadership Theory, the Path-Goal Theory of Leadership, and Vroom and Yetton’s Normative Decision Model may help me achieve this high quality leadership that I seek. These theories and models are not without their faults, but studies have proven them to provide some level of effectiveness. Further reflection on each will help to determine what theory/model or what combination of these theories and models will yield me the best results.
The Situational Leadership Theory was interesting to me due to its adaptive nature. I firmly believe that to be an effective leader you anticipate different
It draws its basis from the expectancy theory of motivation which states that employees apply effort to produce high performance levels which are rewarded with something they find worthwhile, a theory that I agree with for the most part. It is this promise of reimbursement that keeps them motivated. As a leader, this theory states that I must ensure that these conditions are met, so as to keep the employees motivated and satisfied. It also lists four leadership styles- directive, supportive, participative, and achievement-oriented. Each style should be applied to different situations. I like that this theory takes into account that different situations should be dealt using different leadership styles. However, I find that this theory focuses too heavily upon the leader and less on the employees- it assumes that groups must be led because they “do not know what is good for them” (Leadership-central,
It asks the leader questions that they rate high or low, the path they take helps decide what course of action should be taken- should they decide consult individually, consult as a group, facilitate, or delegate? It gives leaders decisions ranging from more authoritative approaches to more democratic approaches. Despite looking complicated, once understood it is simple to follow. It takes into account the competence of the group and of you as a leader. However, the model does that take into account to size of the group. Small groups and large group should be dealt with in different ways due to the specific complexities and challenges they may present. It may also be too mechanical and may not take into account the psyche and emotions of the participants. Despite this, it does have research supporting its
Hoy, W. K., & Tarter, C. J. (2010). A Theory of Leadership: A Situational Approach. Retrieved January 28, 2014, from http://www.waynekhoy.com/pdfs/theory_of_leadership.pdf
The paramount between all the leadership philosophers to deliberate regarding the situational variables, in accordance with Fred Fiedler, the competence of the leadership technique is contingent on the circumstances. Accordingly, he in consort with his colleagues characterized the situational variables and scrutinized their connection with the appropriateness of leadership approaches. (Business Jargons, n.d.)
Sims Jr., H. P., Faraj, S., & Yun, S. (2009). When should a leader be directive or empowering? How to develop your own situational theory of leadership. Business Horizons, 52, 149-158. DOI: 10.1016/j.bushor.2008.10.002
The theory reduces the expectations from the leader, instead focuses on matching the leader to a task
Situational theory tends to look at the situation in isolation from the leader and the followers. Just as the trait approach views personality traits in isolation, so too, the situational approach fails to give adequate attention to the total process that results in leadership. Once again, we need to emphasize the idea of leadership as an interaction influence system involving a leader, follower, and situational variables.
In the context of the Situational model leadership theory, there are three identifiable weaknesses in my leadership practice. These weaknesses represent shortcomings in my role as a leader and might prevent my team from fully executing the organization’s mission. The three weaknesses are:
Participative leadership –Here, you focus on mutual participation. You consult with your group, and you consider their ideas and expertise before making a decision. This approach works best when your team members are experienced, when the task is complex and challenging, and when your team members want to give you their input.
Situational leadership is a theory which was designed in 1969 by Paul Hersey and Ken Blanchard. The “contingency theories of leadership” states that a leader’s effectiveness is dependent on their behaviours in relation to different situational factors. Thus, situational leadership theory, relates to how a leader 's effectiveness is depend on their ability to adjust their leadership behaviour to the required level of the “followers” capability or if the situation is modified.
Path-goal approach to leadership by House (1971) mentions that the roles of a leader involve primarily increasing individual rewards of followers to gain goal fulfillment and make the path to rewards seamless by clarifying, removing roadblocks and increasing followers opportunities for satisfaction (Dessler & Valenzi, 1977). The theory, which primarily feeds off motivation, has conquered as an acceptably rational explanation for an individual decision-making process. The days when organizations were able to function and prosper based on their product, service, or structural innovations are no longer sufficient to keep them afloat. Nowadays, companies are required to pay extra attention to the leadership process that makes things happen.
Hersey, P. & Blanchard, K. (n.d.) Situational Leadership. In Wren, J.T. (Ed.). (1995). The Leader’s Companion (pp. 207-211). New York: Simon & Schuster.
In the first situation, I would take Action C, that is, make the decision myself with reasons. After an assessment of the employees’ capabilities, I would choose the most qualified for the task at hand. Later, I would explain the reasons behind my decision to the workforce to avoid instances of distrust among the employees. The most qualified will be the one chosen to do the task before the impending deadline.
For example, under this theory the leader would employ High Directive/High Support leadership behaviors to the Disillusioned Learner. Ideally, the leader helps the followers as they progress through the stages to achieve the Self-Reliant Achiever/Delegating level. While I do not necessarily fully subscribe to the theory, it does seem to have merit and I do believe that it is important for an effective leader to have the capability and flexibility to adapt his or her style to the needs of the followers in order to encourage everyone’s success. I also believe that an effective leader plays a significant role in promoting and molding individuals’ readiness as it relates to motivation and commitment. As such, I developed my leadership assessment with these points in mind. The assessment focuses on 14 attributes that I believe are important not only for a leader to be successful within the parameters of the SLT, but...
Path-goal theory deals with the leader's style to motivate followers, to accomplish set goals (Northouse, 2010). The path-goal theory is simply the implication that a leader works with an individual to establish a goal. The leader does this by individual motivation to achieve the proposed goal, while working through obstacles that may hinder achieving that goal (Whitener, 2007). The basic assumption of path-goal theory is that the following motivates subordinates: the capability to perform the work, their efforts will result in a certain outcome, and the payoff will be worthwhile (Whitener, 2007). The path-goal theory is a pragmatic approach that the leader uses to motivate the followers to achieve the set goals.
In addition, (Amandi et al, 2004) makes us understand issues related to leadership decision and also gives a clear overview on leadership theories.
The Situational Theories of leadership explain how leadership style must be tailored to the demands of the task and the qualities of subordinates.