Knight et al.succinctly describe the model thus:
...path-goal leadership theory suggests that an effective leader directs
followers’ behavior by changing followers’ perceptions of the
relationship between behaviors and outcomes.
Knight et al. (2004: 1164)For this research, the path-goal model is interesting as it: (i) builds heavily on
Vroom’s Expectancy Theory of Motivation (see Section 4.1), thus linking
leadership and motivation studies; and (ii) the focus on leaders’ goal clarification
can be seen re-emerging in the transformational leadership literature (see Section
2.4).
Expectancy theories (also known as valence-instrumentality-expectancy or
expectancy-valence theories) of work motivation (Georgopoulos et al. 1957;
Vroom 1964) broadly describe an individual’s level of work motivation (the degree
of effort they make) as being a product of (i) the perceived probability that
expending a certain degree of extra effort^1 will be sufficient to achieve a particular
outcome (expectancy) and (ii) the degree of desirability that the individual places
on that outcome (valence). Put another way, if an employee believes that a
desirable outcome can be achieved by expending extra effort, and they believe
that such an effort is likely to succeed, then they are likely to make that effort. In
path-goal leadership theory, it is the leader’s role to modify these perceptions and
beliefs (Yukl 2010: 169).
Yukl (2010: 170) illustrates how in House’s path-goal theory (House 1971; House
and Mitchell 1974) leader behaviour (the causal variable) and the characteristics
of task, environment and employees (the situational variables) act on
subordinates’ expectations and valences (the intervening variables) to influence
subordinate effort and satisfaction (the end-result or outcome variables). Four
types of leader behaviour are described in the path-goal model: supportive
(similar to consideration); directive (similar to initiating structure); participative
(employee consultation); and achievement-orientated (setting challenging targets
and seeking and encouraging excellent performances).
1
Productivity behaviour, the extra effort, can also be referred to as instrumentality, or
the path component in the path-goal approach (Georgopoulos et al. 1957: 345)