The road theory developed by Robert House is based on motivational expectations theory

The road theory developed by Robert House is based on motivational expectations theory. The job of the leader is to train and guide workers to choose the best solution in fulfilling their purpose. It is also a way to make it easier for employees to reach their goals and achieve success by reducing barriers to performance. The theory is based on the nature and needs of each situation. This is a pretty effective concept for leaders to support their subordinates in achieving their goals.

The path–goal theory, also known as the path–goal theory of leader effectiveness or the path–goal model, is a leadership theory developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996. The path theory involves the style of the leader to encourage followers to accomplish the set strategies (Northouse, 2010). The point-to-point theory is merely a means by which a leader performs work with an individual in order to address the main development goal.

Leaders do this by personal motivation to achieve that strategy, while working through the difficulties that may be hampered during the implementation of those strategies (Whitener, 2007). This hypothesis is motivating subordinates: their ability to do work, their efforts will lead to a certain and productive outcome (Whitener, 2007). Road Theory is a pragmatic approach that leaders use to motivate people to pursue their goals. The road theory developed by Robert House is based on motivational expectations theory. The job of the leader is to train and guide workers to choose the best solution in fulfilling their purpose.

It is also a way to make it easier for employees to reach their goals and achieve success by reducing barriers to performance. The theory is based on the nature and needs of each situation. This is a pretty effective concept for leaders to support their subordinates in achieving their goals. In Path-Goal theory, there are four distinct types of leader behaviors – directive, supportive, participative, achievement. Firstly, about the direction. Leaders need to show their employees the direction and plan to be implemented.

In particular, tell them what they must do, how to accomplish their goals. It is quite helpful to those who are still wondering about future plans and which help the plan to work out what is intended, to achieve good results in the shortest possible time. Followed by the support staff of the leaders. This creates a good rapport in work that leads to effective productivity. In addition, leaders should be nearby to help them find the hard way during the implementation of the strategy. Employee support is a wise path for leaders to gain trust and respect for employees.

Thirdly, leaders not only act as instructors, make requests or make any decisions, they must also integrate into the proposed project strategies. This creates a network of connections, listening and sharing between leaders and subordinates. For example, when it comes to advertising strategies for a particular company, the leader is not just giving ideas and decisions, but also listening to the opinions of the strategic members to create a positive impact. The most complete detail. Finally, the leader needs to present some difficult challenges in the work process so that the employees have the opportunity to express their individual strengths.

Also, with competition in the workplace, it will yield far higher productivity than unobtrusive efforts. This is quite suitable for a number of work environments such as science, technology and some lucrative business. Moreover, it also generates dependent attributes as part of the target path theory. It is how the behavior of the leaders is explained in specific work contexts, including the need for linking, structural preferences, control desires, and the level of self-awareness. The success of a leader depends very much on the level and understanding of the leader.

These characteristics and other characteristics determine the extent to which subordinates understand the behavior of the leader and where the satisfaction arises or the tool for achieving future satisfaction. The need for affiliation with subordinates is also important. This theory is where subordinates are satisfied with the leader, understand the will of the leader, support the leader in urgent situations. Subordinates also have the desire to have control of their needs in a respectful manner.

In addition to being responsible for the work of the leader, subordinates should be allowed to be responsible for a part of the implementation of the plan. The first is to give them a sense of respect and equality in work, and second, to give them more responsibility for what they are doing. From there, it’s as effective and fun as doing the job. In order to do so, subordinates also need to know their individual capabilities as well as their own weaknesses and understand the plan that is set out to implement it in the right direction.

How path goal theory works? Use other personal leadership to help when subordinates are incapable (eg, instructional leadership behaviors should be used to provide guidance and psychological structure to the lower level of the dogma. Leaders should use leadership support to provide care when subordinates feel dissatisfied and work. Leaders need to be involved to get their subordinates involved when subordinates need control and ambiguous task characteristics and leaders need to use a successful approach.

When they need to give their subordinates the challenge when they feel they need to excel and characteristics their work is complex. Strengths of target path theory is provides a good theoretical framework for understanding how different leadership behaviors influence the satisfaction and work of subordinates. One of the first theories to point out the four conceptual variants of leaders, one of the first random theories of leadership to explain the characteristics of rask and its dependencies. How does influence on the leadership role in subordinate activities.

It also works to integrate the motivational principle of theory into a theory of leadership. No other leadership approach to ethical issues in such a direct way is required to question the subordinate motives. (what can I do to improve the efficiency of those who benefit from their work). Further more, provide empirical models that emphasize and emphasize the important ways in which leaders help the subordinates as clarifying directions to the goal and eliminate or help subordinates overcome the obstacles to the items, pepper.

The problem with target path theory – complexity combined with many aspects of leadership (E. g predicts 4 different leadership styles that fit tasks with different levels of structure for goals with different lvls of clasrity and justice. Personality of various abiltiies and organizaitons with varying degrees differs formally difficult to implement all of these factors immediately on the selection of a preferred leadership style.

Received only partial support from a large number of empirical studies conducted to test validity and not all aspects of the theory received equal attention.

– Did not do a good job explaining the relationship between the leadership behavior and the motivation of the employee GUDENTIALITY provides gudidance for leaders who can guide subordinates, but this may be a problem because subordinate mb will become dependent on their leaders to do their job for they.

Promote dependence. Leaders must use leadership styles consistent with the duties and characteristics of subordinates and provide subordinates chizuk (e.. g in a university a more senior professor should provide. For a junior faculty tutor if they are nervous about their teaching and the senior member will help to increase the confidence of the members.