Path Goal Theory Case Study Essay Path Goal Theory Case Study Essay In the path-theory preferring to ?Jeanne Lewis case?, she used several behavior techniques to influence her staff. The staff behavior to the techniques will be explained in relation to path-goal theory. The ?Jeanne Lewis Case?, will explain the aspects or relationship of staff behavior to characteristics of the path-goal theory. These techniques removed obstacles that interfered with goals accomplishment, provides and support needed by employees, and ties meaningful rewards to goal accomplishment.? Path Goal Theory Case Study Essay The Lewis case showed several leadership behaviors used to motivate her staff at Staples. One of the leadership behaviors displayed when she was hired in her first position as director of operations. Mrs. Lewis had to fix stores that were underperforming and needed to be turned around quickly. She made tough decisions in the beginning by replacing 25 store associates. She implemented a new team that set contentious store standards, training and strengthened performance. Mrs. Lewis managed with strong restraints in the beginning and then loosed up as things improved. Because of the success with this project, she was given more responsibility as director of sales. She was then later promoted to merchandising dept as vice president and divisional merchandising. She had to display leadership behavior has more one on one with the staff and challenged them to think outside the box. The buyers were very experience, but had gotten comfortable doing status quo and the department failed to grow. ?They replaced over 75% of the product assortment and tripled direct product profitability.? Mrs. Lewis faced a challenge as she as promoted to senior vice president of retail marketing and small business. Mrs. Lewis conducted a different approach with her leadership behavior; she asked a lot of question and hung around the staff to learn from their knowledge. ?She scheduled multiple meetings with each of her direct reports to make sure she understood their particular function and fit within the rest of the department.? She goes in and makes a series of observations from top to bottom to see how strong her management team is. Mrs. Lewis became more approachable, more positive and kept staff motivated. She started by trying to build relationship within the marketing department. Path Goal Theory Case Study. Mrs. Lewis started to have bi-monthly meeting with her direct report staff. She found out that the group was less supportive and started conducting one on one meeting with the staff. When observing the small-business and retail marketing division, she saw a lack of leadership; but she observed that there are talented individuals in the wrong positions. In the advertising agency she meeting them informally asking questions to understand the how task are performed by this particular department. These are some of the leadership behaviors displayed by Jeanne Lewis in developing strategies in building a blue-print to get all departments on one page. Path Goal Theory Case Study Essay Mrs. Lewis leadership behavior related to many characteristics of the path-goal theory. She used directional leader behavior help guide staff regarding performance, goals, standards, and expectations. She has to clarify staff performance goal, providing guidance on how employees can complete task; clarifying performance standards and expectations; use of positive and negative rewards contingent on performance. This step was used when she was first job as director of operations. The department also developed standards with procedures and regulations; once task is accomplished the staff assumed more responsibility. When she was put in charge of this department, the stores were underperforming and needed results fast. She clarified her objections and managed very firm before loosing, providing guidance on how employees can complete task. She also used path-goal theory leadership behavior of achievement-oriented behavior. When she took over the merchandise department she emphasized excellence. Lewis wanted the staff to look outside the box. They set challenging goals, seeking continuous improvement. The highest performance was expected and status quo was not accepted. Lewis saw that the buyers and venders lacked challenge and these are some of techniques used to motivate. Lewis also incorporated participating leadership behavior; this allowed participation by the staff by opening dialogue. She is attempting to bridge the relationship within the marketing department when promoted to senior vice president of small business & retail marketing; this allowed the staff to influence making decisions. Lewis solicited suggestions from each department and shared information in pursuing cooperation. The supportive leadership behavior was displayed when she more relaxed and an open door policy to discuss issues in the department. She stayed positive and very accessible to her staff. In the facilitating leadership behavior she scheduled bi-monthly meeting with the departments to gather assistance and feedback from staff. She would also hang around her staff and ask questions to learn from their experience. Lewis displayed valued based behaviors that established a vision, displaying passion for it and supporting its accomplishment. She also demonstrates self-confidence, communicating high performance expectations, and confidence in staff abilities to meet their goals. When she took over the marketing, it was already a solid department, just wanted make it more efficient and share info between divisions. These are some of Lewiss leadership behaviors related to the path-goal theory. Path Goal Theory Case Study Essay The staff or employees respond to Mrs. Lewis leadership styles in several different ways. The staff lacked self-confidence and Mrs. Lewis would use supportive leadership. When she took over the marketing department, she was more supportive and had an open door policy. The staff really liked she was approachable and concerned about there well-being. In the past she upset employees, but she had to change leadership style and keep a positive attitude. Incorrect rewards, was a response by the staff when Mrs. Lewis held group meetings. It seemed as though there was a lack of responsibility, so one on one accomplished results. She was able to clarify the staff needs in completing their task. Lewis participated in the decision making with the employees and also solicitate suggestions, the employees liked that she asked a lot of question and really valued their input. When Mrs. Lewis first took her first assignment, she was faced with the situation of having a staff ambiguous to their task. She had to focus on using directional leadership, in Mrs. Lewis first position as director of operations she had replace 25 store associates. ?Her new team set aggressive store standards, launched training programs, and rejuvenated performance.? When using this method, it motivated the staff; it helped them reach goals of increasing profit and growing sales. The staff stated that she would micro-manage, but eventually loosen reigns. The staff identified this leadership structure as intense; Lewis worked really hard and motivated the staff. The staff would set goals high when dealing with achievement-oriented behavior. This was when Mrs. Lewis felt a lack of challenge by the staff. She pushed the staff and set challenging goals. Many found the dialogue was intense; workers assume more responsibility and seek continuous improvement. These are a few of the behavior response to Lewiss leadership style. The employees behavior that relates to the path-goal theory is very important. A staff will show increased confidence to achieve work outcome when they receive support from the leader. This motivates the employee and they feel as though obstacles are removes so their task can be complete. An impact on of staff dealing with clarification is directive behavior, When Lewis took on her first job with Staples, she had to make tough choices and implement discussion that would make get results. Some staff believed Lewis micro-managed, but she eased off as expectations were met. The goals were set high and she challenged every employee to assume more responsibility in the department. Mrs. Lewis was over the merchandising, she wanted the staff to think outside of the box. She used the achievement-oriented behaviors, staff set challenging goals and workers assumed more responsibility. The staff was able to be clarified needs and change rewards; Lewis participated and included them in decision making roles. When she was over the marketing department she asked staff many questions and wanted their advice. Lewis listen to concerns and made sure shared work problems. Path Goal Theory Case Study Essay ORDER INSTRUCTION-COMPLIANT PAPERS HERE Order Now

ADDITIONAL INFORMATION 

Path Goal Theory

Introduction

The path-goal theory of leadership is a theory that suggests that people’s wants and expectations change from one situation to the next. This means that leaders must be aware of how their followers are feeling at any given time, because this can influence their behavior. For example, if someone feels underappreciated by their leader then they may become more frustrated with work tasks or perform poorly on them altogether; likewise if someone feels valued by their leader then they will perform better at these same tasks as well as take pride in doing them correctly because they know there is someone looking out for them too!

Overview

Path-goal theory is a leadership framework that identifies three styles of leadership:

• Directed Leadership – This style of leadership focuses on setting clear goals and objectives, providing direction and making decisions.

• Autocratic Leadership – In this approach, the leader has absolute control over what happens in the organization. The leader makes all decisions without any input from others.

• Participative Leadership – This approach relies on collaboration among employees to achieve their goals as well as provide them with opportunities for growth through training programs or other initiatives that improve their skillset

Situations

Situations are the conditions that affect the way people behave. They can be external (e.g., time, location, weather) or internal (e.g., mood and personality). Situations change over time as well as across locations and cultures.

For example: if you’re in a room with your best friend who just got engaged to his boyfriend/fiancé—he’s happy but sad at the same time because he’s excited about seeing his fiancé but doesn’t want her to leave him behind when they go back home together soon enough!

Behavior clues

Path goals are those that center around your path to a specific destination, such as getting a degree or establishing yourself as an expert in your field. Ego goals are those that center around how others perceive you, whether they think you’re smart or competent. Task goals are those that focus on the task at hand—whether it’s completing an essay or solving a math problem.

Finally, we can also consider all three types of paths to be motivators at once: if someone wants these things but doesn’t have enough time right now (e.g., “I’m trying really hard not only because I want my future children but also because I’m afraid my parents will be disappointed”), then their motivation might come from multiple sources instead of just one type alone (i.e., ego).

Leaders should understand that people’s wants and expectations change from one situation to the next.

It’s important for leaders to understand that people’s wants and expectations change from one situation to the next.

In an interview with Fast Company, Robert Cialdini, professor at Arizona State University and author of Influence: The Psychology of Persuasion (HarperCollins) says: “It’s not that they have fixed needs or desires — they just have different ones each time.”

This means that your employee needs may change based on where you are in your company’s growth curve. For example, if you’re just starting out as a startup company with limited resources and no customers yet, your employee might be motivated by money or recognition more than anything else. But once you’ve achieved some traction and have customers who need what you make (or want it), this motivation will likely shift toward something like making sure everyone gets paid well so there are no issues down the road when dealing with sudden growth spurts caused by increased demand for your product/service rather than needing more employees now because there aren’t enough resources available yet!

Leaders must be aware of the different situations in which their followers find themselves.

The leader must be aware of the different situations in which his followers find themselves. This can change the way they behave, think and act. For example:

• A follower may feel under pressure because he needs to perform better than others in order for his team to succeed at a meeting or presentation;

• Another follower may feel overworked because there is too much work for him to do;

• A third follower might be feeling lonely at home after being away from family members for long periods of time due to work commitments (e.g., travelling).

The leader must understand that there are three styles with which to motivate employees.

The path-goal theory of leadership is based on the idea that people are motivated by the achievement of goals. The three styles with which to motivate employees include:

• Task-oriented leaders focus on getting things done, as opposed to long-term results or growth.

• Process-oriented leaders focus on improving processes and systems rather than individuals’ performance.

• Personalized leadership focuses on building up each employee’s strengths, talents and abilities by identifying their natural talents and strengths for them (personalized).

Leadership behaviors can be influenced by situational factors, such as the characteristics of followers and the nature of the task itself.

Leadership behavior is influenced by situational factors, such as the characteristics of followers and the nature of the task itself. For example, if you’re leading a team through a project that requires creativity, it’s appropriate for you to be more hands-on than when your team is working on strictly business matters.

In addition to these situational influences are individual differences in how people respond to leadership roles. Studies show that some people are more likely than others (or at least have been found) to act like leaders; these individuals tend toward certain styles when they assume greater responsibility within an organization or group environment—such as being assertive or authoritative among peers (or subordinates).

A good path-goal leadership theory analysis will help you figure out where to take your project next.

A good path-goal leadership theory analysis will help you figure out where to take your project next.

You can use a path-goal leadership theory analysis to determine where to take your project next, because it tells you about the different situations in which your followers find themselves and how they react when faced with those situations. For example: if there’s not enough money for food but people are hungry, then this could mean that they’re not getting paid enough or have other problems like no electricity or water supply; therefore, these people may not be able to focus on their work as much as they would like—this leads us back again into the original point regarding motivation levels and productivity levels being related directly together through simple mathematics (i.e., if one is higher than another).

Conclusion

A good path-goal leadership theory analysis will help you figure out where to take your project next.

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