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instrumental leadership
There are many advantages and disadvantages of the people oriented leadership style. One advantage is that these people know how to comfort their clients, team members, and customers.
A leader refer to a person who influence subordinate or follower to accomplish a a job through process to achieve a goal. leadership style is individual behaviour or trait
There are several disadvantages of CPM or Critical Path Method. A few of the disadvantages are CPM is more complicated and complex, doesn't handle scheduling, and you can't estimate completion times.
to emphasize open communication, goal orientation, and feedback from her sales force.
directive
directive
The manager articulates the objectives (the goal) to be accomplished and how these can and should be completed (the path) to earn rewards. This theory encourages managers to facilitate job performance
The path-goal leadership theory focuses on how leaders can help followers reach their goals by providing direction, support, and motivation. It emphasizes that leaders should adapt their style to the needs of their followers and the situation at hand to enhance performance and job satisfaction. The theory suggests that leaders can achieve this by clarifying goals, removing obstacles, and offering rewards.
Walmart's leadership can be characterized as a blend of both normative and path-goal theories. Normative theory focuses on leaders setting standards for behavior, which aligns with Walmart's emphasis on corporate values and ethics. Path-goal theory, on the other hand, emphasizes the leader's role in clarifying goals and removing obstacles for employees, which is evident in how Walmart's leadership provides guidance and support to its workforce.
The advantage of the path-goal theory is that managers can select from many different leadership theories that are available. The limitation of the theory is that they will be limited in their selection of theories due to the job requirements and existing organizational culture.
Path-goal theory is about fit between motivation, behavior, environment, tasks, and reward (Evans, 1970; House, 1971). It traces its origins to expectancy theory, situational leadership and contingency theory, and builds upon all three. Path-goal theory is therefore about flexibility.
Path-goal theory is a leadership theory that suggests a leader's effectiveness is determined by how well they help their followers achieve their goals by clarifying the path forward, removing obstacles, and providing necessary support and rewards. It focuses on how leaders can motivate followers to reach their objectives by adapting their leadership style to the needs and characteristics of their team.
The path-goal theory of management is based on the leader's ability to choose the appropriate style for the organization in order to reach certain goals. The path-goal theory is based on the idea that specific actions will result in a known outcome.
Path-goal theory is about fit between motivation, behavior, environment, tasks, and reward (Evans, 1970; House, 1971). It traces its origins to expectancy theory, situational leadership and contingency theory, and builds upon all three. Path-goal theory is therefore about flexibility. From expectancy theory, path-goal finds that motivation works best by encouraging followers in their strengths and rewarding them for their efforts. The leader identifies the development level of the followers as well as the supportive and directive behavior criteria to be filled. In the situational leadership model this corresponds to delegating, supporting, coaching and directing behaviors. Where path-goal deviates from situational leadership is in the leaders need to be able to adapt to the characteristics of the followers and the task at hand. Additionally flexibility is needed not only on the behavior of the leadership in understanding the needs of the followers, but also to the environment the organization is operating as well has the internal workings of the organization itself. This ability to adapt to environment and internal operational parameters is the foundation of contingency theory. The objectives that path-goal theory follows to evaluate the surroundings and personalities are (a) define goals, (b) clarifies path, (c) remove obstacles and provide support. Based in the typology, path-goal theory offers, "…a large set of predictions for how a leader's style interacts with subordinates' needs and the nature of the task. Among other things, it predicts that directive leadership [directive] is effective with ambiguous tasks, that supportive [coaching] leadership is effective for repetitive tasks, that participative [supporting] leadership is effective when tasks are unclear and subordinates are autonomous, and that achievement-oriented [delegating] leadership is effective for challenging tasks." (Northouse, 2004, p. 144) Strength of path-goal typology is therefore based on the situational framework of understanding how achievement-oriented (delegating), participative (supporting), supportive (coaching) and directive (directive) behaviors affect the productivity and satisfaction of the followers. Additionally path-goal theory integrates the motivation principles of expectancy theory with the adaptation to environment and internal organizational parameters of contingency theory. Though flexible in nature, path-goal theory in itself is also complex and counter intuitive; herein lies its criticism. "Path-goal theory encompasses so many interrelated sets of assumptions that it is hard to use this theory in a given organizational setting"
Path-goal theory is about fit between motivation, behavior, environment, tasks, and reward (Evans, 1970; House, 1971). It traces its origins to expectancy theory, situational leadership and contingency theory, and builds upon all three. Path-goal theory is therefore about flexibility. From expectancy theory, path-goal finds that motivation works best by encouraging followers in their strengths and rewarding them for their efforts. The leader identifies the development level of the followers as well as the supportive and directive behavior criteria to be filled. In the situational leadership model this corresponds to delegating, supporting, coaching and directing behaviors. Where path-goal deviates from situational leadership is in the leaders need to be able to adapt to the characteristics of the followers and the task at hand. Additionally flexibility is needed not only on the behavior of the leadership in understanding the needs of the followers, but also to the environment the organization is operating as well has the internal workings of the organization itself. This ability to adapt to environment and internal operational parameters is the foundation of contingency theory. The objectives that path-goal theory follows to evaluate the surroundings and personalities are (a) define goals, (b) clarifies path, (c) remove obstacles and provide support. Based in the typology, path-goal theory offers, "…a large set of predictions for how a leader's style interacts with subordinates' needs and the nature of the task. Among other things, it predicts that directive leadership [directive] is effective with ambiguous tasks, that supportive [coaching] leadership is effective for repetitive tasks, that participative [supporting] leadership is effective when tasks are unclear and subordinates are autonomous, and that achievement-oriented [delegating] leadership is effective for challenging tasks." (Northouse, 2004, p. 144) Strength of path-goal typology is therefore based on the situational framework of understanding how achievement-oriented (delegating), participative (supporting), supportive (coaching) and directive (directive) behaviors affect the productivity and satisfaction of the followers. Additionally path-goal theory integrates the motivation principles of expectancy theory with the adaptation to environment and internal organizational parameters of contingency theory. Though flexible in nature, path-goal theory in itself is also complex and counter intuitive; herein lies its criticism. "Path-goal theory encompasses so many interrelated sets of assumptions that it is hard to use this theory in a given organizational setting"
The advantages of visionary leadership in organizations. (2009)