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Path-Goal Leadership Questionnaire - Personal Statement Example

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Different situations require different leadership tactics to be followed. Even remaining within the bounds of the Path Goal Leadership Theory we find so many different leadership styles which can be followed…
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Path-Goal Leadership Questionnaire
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Path Goal Leadership Questionnaire There is no such thing as a perfect leadership style (VAISHNAV, . Different situations require different leadership tactics to be followed. Even remaining within the bounds of the Path Goal Leadership Theory we find so many different leadership styles which can be followed. And so there is not really a special way of knowing whether you are employing the right leadership style or not. The only criterion for judging the accuracy and efficiency of your tactics and style is through analyzing the performance of your subordinate staff.
Robert House’s Path Goal Leadership theory is nothing less than a revolution in the world of management and leadership as the man himself said in his paper, ‘Path Goal Theory of Leadership: Lessons, Legacy, and a Reformulated Theory (House, 1996). This particular theory focuses on the relationship between the manager and his or her subordinate staff and how that relationship affects the performance of the staff and the company generally. The four main styles talked of in this theory are; Directive leadership, supportive leadership, achievement-oriented leadership, and participative leadership. A manager working by the rules of Path Goal Management should at least be one of these things if not all; a Goal Setter, a Supporter, a Clarification Provider, and a Participant (Mooney, 2010).
After completing the questionnaire the results I reached led me to believe that I rely a lot on directive leadership and least on participative leadership. Directive leadership accounts for providing staff with clarity in a situation when the staff is not independent enough to be left on their own. And participative leadership depends and works on the basis of participation from every level of the staff. I believe that generally while dealing with any one subordinate to me I tend to keep things serious and work-oriented. For example, keeping the lowest level of subordinate staff in mind, when dealing with the working class in case of an event management I would give them all directions and the entire explanation and then leave them to do their work, of course with occasional supervision trips. This however does not mean that you restrict the environment so much that people start feeling bound and entitled to your command. The platform for opinion-making or giving suggestions is always open for anyone who has something worth sharing.
The success rate of this management style however is not a set hundred percent. While using the directive style you have to be careful so that your directions do not start bordering on dictation. Because while dealing with the immediate lower level you cannot afford to encourage an environment that speaks of your authoritarian power to the extent that your staff starts feeling degraded. Therefore, may it be event management or any official work I make sure that my directive style remains directive and does not render me a tyrannical dictator for my subordinate staff.
The strengths, as mentioned by Ashim Gupta of this Path Goal theory are that it combines the concept of expectancy theory with the previously existing contingent leadership theory to give birth to an all rounding concept that presents real and practical management the way it should be presented (Gupta, 2009).
Colin Silverthorne concluded that this theory of management is applicable and fruitful for the relationship between the managers and subordinate staff but not so much between managers and peers (Silverthorne, 1980). This tells us about the scope and application of this theory which, although not favorable for friendly relations, is however good enough for a healthy and productive working environment.
Gupta, A. (2009, May 13). Path- Goal Leadership. Practical Management , 10.
House, R. J. (1996). Path-Goal Theory of Leadership: Lessons, Legacy, an a reformulated Theory. Administrative Science Quarterly , 16, 321-339.
Mooney, L. (2010). An Example of Path-Goal Leadership. Newfield , 5.
Silverthorne, C. (1980). A test of the path-goal leadership theory in Taiwan. Emerald , 25.
VAISHNAV, U. (2010, April 22). Retrieved from Utpal Writers: Read More
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