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Take this questionnaire to determine whether you more frequently use a directive, supportive, participative, or achievement-oriented approach!

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An Investigation of Path-Goal and Transformational Leadership Theory Predictions at the Individual Level of Analysis

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An Investigation of Path-Goal and Transformational Leadership Theory Predictions at the Individual Level of Analysis

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- 2006 study that used the Transformational Leadership Inventory (TLI) of 295 state social services agency employees
- Examined the relationship between external rewards, transformational leadership, and the outcomes of job satisfaction and performance
- Found that external rewards negatively affect the relationship between transformational leadership and job satisfaction and performance
- Results in contradiction to theory
(Schriesheim, Castro, Zhou, & DeChurch, 2006)

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The Impact of Path-Goal Leadership Styles on Work Group Effectiveness and Turnover Intention

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The Impact of Path-Goal Leadership Styles on Work Group Effectiveness and Turnover Intention

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- 2010 survey of 260 manufacturing workers
- Survey results found that leaders with a Path-Goal leadership style have statistically significant positive relationships with diverse work group effectiveness
- Also found that the supportive style is correlated with the lowest rate of employee turnover

(Dixon & Hart, 2010)

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Example: GVSU OT Faculty
The faculty adopt different styles of path-goal leadership depending on a given situation. For example, when discussing assignments, they may act as directive path-goal leaders to meet student needs. If expectations are vague and unclear, they may need to elaborate and be more explicit and directive to clear up ambiguity and guide students in the right direction. Once expectations are clear, they may take on a more supportive role by offering guidance without outwardly telling a student what to do. They guide students down the path of goal achievement while simultaneously allowing freedom, expression, and autonomy.

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Play from 3:00 until 4:40.
Pam is using a supportive and participative leadership style and Michael is using more of a directive and achievement-oriented approach.

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-This leadership style requires a leader to be able to change their behavior to meet the needs of the employee.  This is similar to how a skilled OT is able to combine various types of clinical reasoning (procedural, narrative, interactive) through conditional reasoning to meet the needs of the client.
- The "path" can be compared to occupational performance. An OT identifies barriers to performance the same way that a leader tries to remove obstacles that are preventing satisfaction (Dunbar, 2015).

The Four Styles Applied to OT
Directive: Education on precautions or home exercise programs that are new to a client and important for safety
Supportive: Establishing a therapeutic relationship and getting to know the values/goals of the client
Participative: Collaborating with the client and allowing them to be an active partner is setting goals for therapy
Achievement-oriented: Creating a "just-right-challenge" and being intentional when choosing interventions that help a client move toward their goals
(Dunbar, 2015)

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The Four Styles
Directive: Leader provides followers with specific instructions regarding what they need to do.
Supportive: Leader creates a respectful environment, often considering followers as equals.
Participative: Leader includes followers in important decision-making.
Achievement-oriented: Leader challenges followers in a way that encourages optimal performance.
(Dunbar, 2015)

Employee Characteristics
Needs for affliction: Employees with a strong need for affiliation prefer leaders who are supportive. A supportive leader gives these employees greater work satisfaction
Preferences for structure: Employees who are dogmatic, uncertain, and authoritarian prefer leaders who provide direction. Directive leadership gives these employees task clarity.
Desires for control: Refers to the employee's personality having an internal or external locus of control
Internal locus of control is the belief that one is in charge of the events in their life. These employees prefers participative leadership because they like to feel in charge.
External locus of control is the belief that external circumstances determine ones life events. These employees prefer directive leadership because it aligns with their perspective on the world.
Self-perceived level of task ability: Negatively correlates with directive leadership because the employee becomes empowered to do a task so the need for a controlling leader becomes diminished.
(Anderson, 2016)

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Anderson, P. (2016, June 29). What is path-goal theory? Penn State.                                                       https://sites.psu.edu/leadership/2016/06/29/what-is-path-goal-theory/

Braveman, B. (2016). Leading & managing occupational therapy services : An evidence-based

approach (2nd Ed). Philadelphia, PA: F.A. Davis Company.

Dixon, M. L., & Hart, L. K. (2010). The impact of path-goal leadership styles on work group
effectiveness and turnover intention. Journal of Managerial Issues, 22(1), 52-69.
doi:10.2307/25822515

Dunbar, S.B., & Winston, K. (2015).  An occupational perspective on leadership:

Theoretical and practical dimensions (2nd Ed). Thorofare, NJ: SLACK, Inc.
Malik, S. H. (2013). Relationship between leader behaviors and employees' job satisfaction: A path-
goal approach. Pakistan Journal of Commerce and Social Sciences, 7(1), 209-222. Retrieved         from http://www.jespk.net/publications/116.pdf
Mwaisaka, D., K’Aol, G., & Ouma, C. (2019). Influence of participative and achievement oriented
leadership styles on employee job satisfaction in commercial banks in Kenya. International
Journal of Research in Business and Social Science, 8(5), 42-53. doi:10.20525/ijrbs.v8i5.465
Rana, R., K’Aol, G., & Kirubi, M. (2019). Influence of supportive and participative path-goal
leadership styles and the moderating role of task structure on employee performance.
International Journal of Research in Business and Social Science, 8(5), 76-87.
doi:10.20525/ijrbs.v8i5.317
Schriesheim, C. A., Castro, S. L., Zhou, X., & DeChurch, L. A. (2006). An investigation of
path-goal and transformational leadership theory predictions at the individual level of analysis.
The Leadership Quarterly, 17(1), 21-38. doi:10.1016/j.leaqua.2005.10.008
Schriesheim, C. A., & DeNisi, A. S. (1981). Task dimensions as moderators of the effects of
instrumental leadership: A two-sample replicated test of path-goal leadership theory. Journal
of Applied Psychology, 66(5), 589-597. doi:10.1037/0021-9010.66.5.589
Wofford, J. C. & Liska, L. Z. (1993). Path-goal theories of leadership: A meta-analysis. Journal of
Management, 19(4), 857-876. doi:10.1177/014920639301900407

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This document describes research supporting Path-Goal Leadership's effectiveness. Path-Goal was designed in 1971 and was revised to its current version in 1996. The following two articles demonstrate its effectiveness but were conducted prior to the revision to show the ongoing process and evidence for path-goal leadership.

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- A leadership theory that "emphasizes the accomplishment of follower goals through the motivational efforts of the leader" (Dunbar, 2015, p. 8).
- Leaders define goals for followers, clarify the path for reaching those goals, provide incentives that increase motivation and performance, and remove obstacles that could prevent goal attainment (Braveman, 2016).
- Addresses "the effect of leader behavior on individuals": A leader's behaviors can influence and motivate a follower to achieve certain goals (Braveman, 2016, p. 10).
- Employees will experience greater job satisfaction and performance if they are motivated (Dunbar, 2015).