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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 theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of his or her ...
Prior to the 1970s, trait leadership theory and path-goal theory were the two heavily researched theories. (Den Hartog & Koopman, 2001). Proponents of trait leadership theory held that the ability to lead is a characteristic some people innately have and others do not.
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
The path-goal theory of leadership was developed by Robert House and was based on the expectancy theory of Victor Vroom. [65] According to House, "leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction ...
Innovation leadership has roots in path-goal theory and leader-member exchange theory. Certain elements within an organization are also needed for innovation leadership to succeed. Wolfe (1994), [18] as cited by Sarros, Cooper, & Santora, (2008) [4] has pointed out that one antecedent factor for innovation is organizational culture.
Path-goal theory is a contingency theory linking appropriate leader style to organizational conditions and subordinate personality. [45] Transformational leadership theory concerns the behaviors leaders engage in that inspire high levels of motivation and performance in followers.
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