Path-goal and the Situational Leadership Theories

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 Introduction

Sometimes in a position of authority, maximizing efficiency to achieve the best possible

results is of the most importance. Correspondingly, a leader is responsible for modifying and

adapting the form of management to the circumstances of a specific situation; these were called

and adjusted to an emergency. To maximize personnel efficiency, this essay will examine two

contingency approaches: Situational Strategy and Path-Goal Theory. Although it is eventually up

to management to determine the best way, this paper concluded that the path-goal idea is not

really more successful but will also be the foundation of leadership(Draft, 2017, p. 68).

Hersey and Blanchard suggest that Situational Theory is indeed a "focus on the attributes

of adherents as that of the significant elements of the situation and therefore on the determination

of effective leadership behaviour." In Situational Theory, however, the strategy of a leader is

modified based upon composite reliability. Leadership approaches can be categorized within

Situational Theory as focusing on consideration for individuals on one extreme and concern for

development and on the other. A leader who tells workers what to do with precise orders and

oversees their success is production-focused, however, according to Daft. In particular, a group

is unable to provide reluctant or incompetent to do their job (Zeine, 2015, p. 12).

On the other hand, a leader will delegate authority to mature employees and turn over-

assessments and execution. Charging is really for competent, eager, and confident workers.

There have been collaborative and selling leadership models in the middle; all middle strategies

are oriented toward moderate preparation for followers(Draft, 2017, p. 70). Although Hersey and

Blanchard provide valuable insights into management's ability to adapt, recent studies suggest

creating a business needs more empathetic, motivational, and motivated leaders to help

employees.

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 The path-goal system was characterized as "a contingency relationship between leaders

and followers under which the responsibility of the leader seems to be to engagement and

motivation of subordinates by explaining the behaviors appropriate for the achievement and

rewards of the task." The path-goal principle clarifies the path of activities required for team

member incentives before they get to the goal. By following three different methods, a

supportive, fantastic accomplishment approach or a guideline approach, path-goal theory can be

summarized. Directive methods are characterized by leaders who instruct workers on what to do

precisely. An accomplishment-oriented strategy sets easy targets that are realistic and

complicated and helps us reach high goals (Zeine, 2015, p. 12).

The path-goal theory has provided workers with a straightforward path to understand just

what would lead to potential success and offers them the resources to succeed. Both views

include leadership with an adaptive, liquidated damages clause approach, and then both ideas

recommend improvements in leadership behavior to optimize performance. Both systems have

techniques that can be described as providing complete control to workers or intense supervision

directed at the job. The most significant distinction is that Situational Theory implies that there

have been static team member attributes that can cause behavior of normative leadership

reaction(Draft, 2017, p. 77).

Situational Theory

Through Situational Theory, the basic message seems to be that staff conduct (and

organizational culture) is uniform, and management responses can indeed be normative, more

importantly. The path-goal theory implies that if employees are given adequate encouragement,

clarification, participation, or motivation, the behavior of employees will naturally improve. In

Path-Goal, the autonomy of the team member is respected. It contributes to innovative ways to

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accomplish ambitious objectives, culminating in both the workers and the company. Path-goal

students can learn to think outside of the box, which innovates to achieve goals.

Situational theory notes that, due to various education, talents, trust, and lack of

willingness to work, followers are distinctive. Thus, this type of leadership relies mostly on the

follower. There have been four types of leaders: delegation, engagement, sale, and saying. A

continuum of both positive actions and mission behavior is made up of these leader types.

Telling leadership happens because as leader tells the followers what their assignments are to be

accomplished. Selling happens when leaders communicate what needs to be achieved but entails

further input from specific followers. Participation occurs when the leader reflects more on

partnerships between leaders and followers and discusses making decisions with followers

(Hassan, 2011, p. 125).

The path-goal highlights the final targets, not the moves or activities along the way. Self-

starters and critical thinking abilities are respected more often than advanced technologies in our

modern digital economy. A current generation of workers will need clear objectives for a digital

economy that prizes change and creativity, not a specific pathway. Both theories maintain that

perhaps the workers' motivation depends on leadership and that executives should adjust to their

subordinates and environments (Zeine, 2015, p. 12). These ideas indicate a versatile approach to

leadership that helps executives and businesses get the best out of their workers and adapt

quickly to market conditions climate.

Path-Goal

The path-goal leadership theory, founded by Wharton professor Robert House, indicates

that managers' job satisfaction and efficiency provide organizational structure. Transformational

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leaders set targets and plan a consistent path to achieve these goals for employees. Leaders also

have specific challenges and rewards for such purposes to be reached. If workers lack

confidence, leaders should be encouraging, instructive whenever the assignment is uncertain and

challenging when there has been a lack of ambition to complete the project on time. Leaders

would communicate with staff regularly and involve them in crucial decisions.

The principle of the path-goal concentrates on how the leader can inspire followers. In

Path-Goal, their leadership style is tailored to something like the situation by the chief. If they

believe they become able to complete their tasks, followers are driven, and if the followers feel

that the product of their work is beneficial to them. Because there are three contingencies: leader

type, followers and circumstance, and the incentives required to fulfill the needs of the target

audience, Path-goal involves a theoretical framework. Situational leadership implies that there is

rarely a moment when one leadership style can perform in all cases. People are diverse and

require various leadership styles(Draft, 2017, p. 58).

There are four kinds of leadership types in Path-Goal theory: encouraging, directive,

fantastic accomplishment and communicative. Leadership behavior becomes the communication

in which orders are provided by the leader and followed by the followers. Participative

leadership would be when the leader offers guidance but encourages followers for input and

suggestions. Supportive leadership inspires followers to accomplish their objectives, provides

additional resources to satisfy their requirements, and provides followers with several options. In

comparison, positive direction aims to handle followers uniquely in a more intimate way.

The situational leadership model provides specific ideas about how leaders can respond

to various circumstances. They would prioritize the tasks first. Second, administrators should

evaluate the capacity and motivation of employees. Third, they could settle on the type of

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leadership which best suits the situation—directing, coaching, helping, or observing. To

communicate with multiple community members, leaders can have to use a mixture of these

types. The path-goal theory suggests that even before assigning roles, leaders assess their

workers' talents, reassure employees of their ability to perform the job responsibilities, and

compensate the few who meet expectations (Hassan, 2011, p. 125).

Through Path-Goal theory, this same leader aims to control the follower's results and help

them achieve their objectives. The path part of the principle of path-goal applies to whether the

leader allows the follower to understand their success the benefits they will obtain. To achieve

their tasks efficiently, it is more about the leader supporting the follower to learn the required

habits. The target section applies to something like the leader helping the follower maximize the

available incentives. The leader allows the follower to decide which exogenous or endogenous

benefits they want (Zeine, 2015, p. 12).

Situational leadership often acknowledges the integrity and trust of both the follower and

the follower's mental toughness. The leadership style can indeed be adapted to every other

follower differently. This is all about the level of ability and experience for the assignments that

the follower should complete. Furthermore, how sure the follower thinks they will finish their

task. A follower might have had the information required but may not feel adequately secure. A

follower could also be enthusiastic, but not everyone has the skills available yet(Draft, 2017, p.

88).

There are four composite reliability levels in the Situational Leadership Approach: low,

medium, moderate, and high with a continuum of follower direction behavior. The member must

assess the follower's preparation and afterward select a suitable style of leader. Because when

follower becomes unable, reluctant or insecure regarding their job, low readiness occurs. The

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leader should be using the informing kind of leadership in this situation. When the follower

becomes unable but eager or optimistic about their job, reasonable readiness occurs. The

revealing kind of leadership requires moderate preparation. Because when the follower is

competent but reluctant or nervous, high enthusiasm exists.

Conclusion

Even though Path-Goal and Situational's theories adjust to various circumstances and

recognize the follower, I think Path-Goal has been the most successful leadership theory. The

situation theory is suitable for the follower's expertise and trust, although it's not as intimate as

the path-goal that includes both the follower's feelings. Including Situational Theory, Path-Goal

has four management styles that enable the leader to adjust to various circumstances. Still, it is

also the theory of Path-Goal that takes the follower's needs into account. Either extrinsically

motivated, maybe these needs. Path-Goal is more intimate and reflects mostly on leader's

interaction with their followers.

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