Editing Path–goal theory (section)

==In college athletics==

House (1971) refers to Rizzo (1970), stating that a leader initiating structure increases the path instrumentality for subordinates by decreasing role ambiguity. Also, he says that a leader who is initiating structure and consideration will have different effects depending on whether the task is satisfying or unsatisfying to the subordinate and whether the task-role demands are clear or ambiguous. This means that the more satisfying the task, the less positive the relationship is between consideration and subordinate satisfaction and performance – meaning people tend to act and enjoy it without considering whether they should not. Also, it means that when a coach is clear in setting goals and expectations, the goals are more likely to be achieved than if the goals and expectations are unclear.  This is good for coaches, it means that when they can present a goal that is most satisfying to athletes, it is more likely for the athletes to have affective desire for achieving the goal.

For a college coach, practicing good ethics in this regard means creating goals that are within reach for a team, and working together with members of a team when creating these goals. Larson and LaFasto in their 1989 book "TeamWork" place a clear & elevating goal at the forefront of the necessary components for a successful team. "The image of a desired state of affairs that inspires action" is how Garfield defines a clear goal, according to the authors (p.&nbsp;27). They say that when the goal is "unfocused and "politicized", it becomes a reason for ineffective team functioning. "A sense of mission" is a clear characteristic of peak performers', says Garfield, according to the authors. Larson and LaFasto make no mistake in emphasizing the importance of clarity. "Elevating" to the authors means "personally challenging" (p.&nbsp;31). A player asks the personal question of how worthwhile the goal itself is, and what type of difference it makes. The elevating factor of goal setting brings about a sense of urgency, causes a team to lose track of time (relates to the idea of "flow" in the field of positive psychology), and causes the rate of communication to increase, for example, players calling one another in the evening, outside the sport context, to talk about today's practice or tomorrow's game.