Models of House’s Path-goal Theory

The path-goal model encompasses four distinct leadership behaviours:

1. Instrumental or Directive: This leadership style focuses on planning, organising, and coordinating the activities of subordinates. Similar to the initiating structure observed in the Ohio State Studies, leaders exhibiting this behaviour provide clear instructions and guidance to their team members.
2. Supportive: A supportive leader is approachable, friendly, and genuinely concerned about the well-being and needs of their subordinates. This style aligns with the consideration dimension identified in Ohio State Studies, emphasizing the leader’s supportive and nurturing role.
3. Participative: Leaders who adopt a participative style actively involve their subordinates in decision-making processes. They seek input, consult with their team members, and incorporate their suggestions when making important choices.
4. Achievement-Oriented: Leaders with an achievement-oriented style set challenging goals for their subordinates and demonstrate confidence in their abilities. They strive to inspire and motivate their team members to reach higher levels of performance and accomplishment.

According to House’s path-goal model, the most appropriate leadership style is determined by two types of situational variables:

1. Characteristics of Subordinates: Leaders should consider the needs, abilities, and personalities of their subordinates when selecting a leadership style. For instance, subordinates who possess high task proficiency may benefit from a supportive leadership style, while those lacking experience may require more directive guidance. Similarly, subordinates driven by a strong need for affiliation may respond well to a supportive leader, whereas individuals prioritizing safety and security may find a directive style more acceptable. Additionally, the personality of subordinates plays a role, with internally motivated individuals favouring supportive leaders and externally motivated individuals preferring directive leaders.
2. Work Environment: The work environment includes external variables that impact subordinates’ job satisfaction and performance. These variables encompass the level of task structure, the presence of formal authority systems (such as rules, policies, and procedures), and the characteristics and developmental stage of the primary work group. House suggests that when subordinates face unstructured tasks with role ambiguity, directive behaviour becomes crucial to clarify the path toward goal achievement. Conversely, in situations where tasks are well-structured and clearly defined, a directive leadership style becomes redundant, and a supportive leader is preferred.