Page 95 - leadership-experience-2008

CikguOnline
CikguOnline
76 PART 2: RESEARCH PERSPECTIVES ON LEADERSHIP

Exhibit 3.5 Leader Roles in the Path–Goal Model

Path Clarification Increase Rewards
Leader defines what follower Leader learns follower’s needs
must do to attain work outcomes

Leader clarifies follower’s Leader matches follower’s needs
work role to rewards if work outcomes are
accomplished

Follower has increased knowledge Leader increases value of work
and confidence to accomplish outcomes for follower
outcomes

Follower displays increased
effort and motivation

Organizational work out-
comes are accomplished

Source: Based on and reprinted from Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational
Dynamics 13 (Winter 1985), pp. 26–40. Copyright 1985, with permission from Elsevier.

adopt and include supportive, directive, achievement-oriented, and participative
styles.
Supportive leadership shows concern for subordinates’ well-being and per-
sonal needs. Leadership behavior is open, friendly, and approachable, and the
leader creates a team climate and treats subordinates as equals. Supportive lead-
ership is similar to the consideration or people-oriented leadership described
earlier.
Directive leadership tells subordinates exactly what they are supposed to do.
Leader behavior includes planning, making schedules, setting performance goals
and behavior standards, and stressing adherence to rules and regulations. Direc-
tive leadership behavior is similar to the initiating structure or task-oriented lead-
ership style described earlier.
Participative leadership consults with subordinates about decisions. Leader
behavior includes asking for opinions and suggestions, encouraging participation
in decision making, and meeting with subordinates in their workplaces. The par-
ticipative leader encourages group discussion and written suggestions, similar to
the selling or participating style in the Hersey and Blanchard model.
Achievement-oriented leadership sets clear and challenging goals for subordi-
nates. Leader behavior stresses high-quality performance and improvement over

current performance. Achievement-oriented leaders also show confidence in sub-
ordinates and assist them in learning how to achieve high goals.