Motivational basis
Robert J. House (1971), building on Victor Vroom's expectancy theory, proposed that people are motivated when they believe that they can do the task, that effort will lead to results, and that the results will be worthwhile to them. The leader's job is to illuminate and clear the path to the goal.
Four leader styles
| Style | Behaviour | When it helps |
|---|---|---|
| Directive | clear instructions, standards, deadlines | ambiguous task, inexperienced people |
| Supportive | friendliness, concern for well-being | boring or stressful task |
| Participative | consultation, shared decisions | autonomous, engaged people |
| Achievement-oriented | challenging goals, confidence in people | complex tasks, competent people |
The choice depends on follower characteristics (e.g. need for control, perceived ability) and task characteristics (structure, formal authority system, group norms).
In 1996 House reformulated the theory, describing eight leader behaviours including networking, group representation and value-based leadership.
Assessment
The theory is useful as a framework - it reminds us that leaders serve people's path to the goal. Research support is, however, moderate and mixed, and the model's complexity makes it hard to test.
In practice
Questions for a community leader: Do people know where we are going and why? What gets in their way? What do they need from me - instructions, support, involvement in decisions or a challenge? See motivation, situational leadership.
Sources
R. J. House, A path-goal theory of leader effectiveness, Administrative Science Quarterly 16 (1971) R. J. House, T. R. Mitchell, Path-goal theory of leadership, Journal of Contemporary Business 3 (1974) R. J. House, Path-goal theory of leadership: Lessons, legacy, and a reformulated theory, The Leadership Quarterly 7 (1996) V. H. Vroom, Work and Motivation, Wiley 1964