Editing Path–goal theory (section)

==Original theory==
According to the first of all theory, the manager's job is viewed as guiding workers to choose the best paths to reach their goals, as well as the organizational goals. The theory argues that leaders will have to engage in different types of leadership behavior depending on the nature and the demands of a particular situation. It is the leader's job to assist followers in attaining goals and to provide the direction and support needed to ensure that their goals are compatible with the organization's goals.<ref name="House2">{{cite journal | last = House| first = Robert J.| author-link = Robert House| title = A path-goal theory of leader effectiveness | journal = Administrative Science Quarterly|volume=16| issue = 3| pages = 321–339 | year = 1971 <!--| df=10.2307/2391905--> | doi=10.2307/2391905| jstor = 2391905}}</ref>

A leader's behavior is acceptable to subordinates when viewed as a source of satisfaction, and motivational when need satisfaction is contingent on performance, and the leader facilitates, coaches, and rewards effective performance. The original path-goal theory identifies ''achievement-oriented'', ''directive'', ''participative'', and ''supportive'' leader behaviors:

* The ''directive path-goal clarifying leader behavior'' refers to situations where the leader lets followers know what is expected of them and tells them how to perform their tasks. The theory argues that this behavior has the most positive effect when the subordinates' role and task demands are ambiguous and intrinsically satisfying.<ref name=House74>{{Cite journal | last1 = House| first1 = Robert J.| authorlink1 = Robert House|last2=Mitchell|first2=T.R.| title = Path-goal theory of leadership| journal =Journal of Contemporary Business|volume=3| pages = l–97 | year = 1974}}</ref>
* The ''achievement-oriented leader behavior'' refers to situations where the leader sets challenging goals for followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation.<ref name=House74 /> Occupations in which the achievement motive were most predominant were technical jobs, sales persons, scientists, engineers, and entrepreneurs.<ref name="House" />
* The ''participative leader behavior'' involves leaders consulting with followers and asking for their suggestions before making a decision. This behavior is predominant when subordinates are highly personally involved in their work.<ref name="House" />
* The ''supportive leader behavior'' is directed towards the satisfaction of subordinates needs and preferences. The leader shows concern for the followers' psychological well being.<ref name=House74 /> This behavior is especially needed in situations in which tasks or relationships are psychologically or physically distressing.<ref name="House" />

Path–goal theory assumes that leaders are flexible and that they can change their style, as situations require. The theory proposes two contingency variables, such as environment and follower characteristics, that moderate the leader behavior-outcome relationship. Environment is outside the control of the follower-task structure, authority system, and work group. ''Environmental factors'' determine the type of leader behavior required if the follower outcomes are to be maximized. ''Follower characteristics'' are the locus of control, experience, and perceived ability. Personal characteristics of subordinates determine how the environment and leader are interpreted. Effective leaders clarify the path to help their followers achieve goals and make the journey easier by reducing roadblocks and pitfalls. [https://www.webcitation.org/5gLBry5Zs?url=http://terpconnect.umd.edu/~dbalon/EDCP317/notes/Path-Goal_Theory.pdf] <ref>"The basic idea behind path-goal theory." University of Maryland. 2009-04-27. URL: http://terpconnect.umd.edu/~dbalon/EDCP317/notes/Path-Goal_Theory.pdf. Accessed: 2009-04-27. (Archived by WebCite at https://www.webcitation.org/5gLBry5Zs?url=http://terpconnect.umd.edu/~dbalon/EDCP317/notes/Path-Goal_Theory.pdf) <!--accessed April 27, 2009--></ref>  Research demonstrates that employee performance and satisfaction are positively influenced when the leader compensates for the shortcomings in either the employee or the work setting.  According to Northouse, the theory is useful because it reminds leaders that their central purpose as a leader is to help subordinates define and reach their goals in an efficient manner.<ref>{{cite book|last=Northhouse|first=Peter|title=Leadership: Theory and Practice}}</ref>