The Path-Goal Theory of Leadership

See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/350599528
The Path-Goal Theory of Leadership
Article · March 2021
DOI: 10.20935/AL748
CITATIONS
9
READS
19,217
1 author:
Some of the authors of this publication are also working on these related projects:
RISK MANAGEMENT View project
Environmental philosophy and education View project
Anita Bans-Akutey
BlueCrest University College
26 PUBLICATIONS 70 CITATIONS
SEE PROFILE
All content following this page was uploaded by Anita Bans-Akutey on 03 April 2021.
The user has requested enhancement of the downloaded file.

ACADEMIA Letters
The Path-Goal Theory of Leadership
Anita Bans-Akutey
The twentieth century was been mostly characterized with autocratic leadership where deci-
sion making was limited to leaders in top management positions without consulting other
members of the team. Things however are different in recent times as autocratic leader-
ship is gradually being eliminated from most organisations (Kanungo, 1998). Leadership
is currently characterized by more flexibility (Panetta, 2012), transparency (Lloyd-Walker
& Walker, 2011), inspiration over decision (Harris, 2004) and leading by goals (Northouse,
2016) which is also called the “Path-Goal Theory”. This paper seeks to explore the path-goal
theory in terms of usage and effectiveness as well as identify and explain why “Steve Job’s”
approach was not so effective in guiding his followers. Before narrowing down on the path-
goal theory of leadership, the concepts of leadership and management will first be examined.
Management Adda (2019) explains that despite the fact that leadership and management
are very closely related, they are distinct. While leadership involves motivating, inspiring and
directing a group of people to attain a set objective, management involves the effective use
of available resources to attain the objective, goal or project. As a result, whereas a manager
is expected to plan, control, delegate, train and organize their work and the work of others,
leaders on the other hand are expected to motivate, inspire, encourage, direct and persuade
people to willingly do what is expected of them. Notwithstanding this difference, it is worth
noting that for the success of a senior management role, there should be equilibrium between
both management and leadership skills. In other words successful leaders exhibit excellent
leadership and management skills; while successful managers also exhibit excellent leadership
and management skills.
Scholars over the years have developed theories which try to elaborate on reasons why in-
dividuals get to leadership positions and how leadership is implemented or some approaches
to leadership (Management Adda, 2019). These theories stress on attributes, traits and be-
Academia Letters, April 2021
Corresponding Author: Anita Bans-Akutey, [e-mail]
Citation: Bans-Akutey, A. (2021). The Path-Goal Theory of Leadership. Academia Letters, Article 748.
https://doi.org/10.20935/AL748.
1
©2021 by the author — Open Access — Distributed under CC BY 4.0

haviours that can cause people to improve on their leadership capabilities. The classical lead-
ership theories and approaches considered in this paper are The Great Man Theory, Trait
Theory, Behavioural Theory, Situational Approach, Skills Approach and Path-Goal Theory.
Though this paper is based primarily on the path-goal theory, the other leadership theories
and approaches are briefly assessed.
The Great Man Theory also called “Great Person Theory” posits that leaders are born with
some special characteristics and capabilities that enable them to lead. Thomas Carlyle who
made this theory popular (Organ, 1996), explains that with the suitable conditions, leaders
will emerge. It was adopted at a time when leadership positions in the military were occupied
by males (Northouse, 2016). This theory however does not have any inference on followers,
the environment of the leader or diverse situations which may arise.
The trait theory is very similar to the great man theory which believes that inherent qual-
ities such as charisma, confidence, intellect, communication and social skills are in-born not
learnt (Colbert, Judge, Choi, & Wang, 2012). Special characteristics of successful and un-
successful leaders are compared to that of potential leaders to determine whether the poten-
tial leaders will be able to lead effectively. A wide range of physiological, demographics,
educational and familial backgrounds as well as intellectual characteristics are considered.
Scientific research, however, has not been conclusive on the list of characteristics, traits and
abilities (Management Adda, 2019).
Behavioural theories helped to shift the narrative from the fact that leaders are born to the
fact the leaders are made (Derue et al., 2011). This theory focuses on how leaders behave and
act rather than their characteristics or traits. This implies that no matter the traits or inherent
characteristics of an individual, with the right behaviour they are likely to rise to leadership
in certain circumstances.
The situational approach according to Northouse (2016), explains that leadership has
mainly two dimensions – directive and supportive. For every situation, there is the need for
the leader to evaluate what is appropriate for his followers. Depending on the competence
level of followers, the leader decides whether to provide direction or support in a given task.
The skills approach lays emphasis on skills which can be learned and developed unlike
the “Big Man Theory” and “Trait Theory”. Despite the fact that inherent traits and charac-
teristics are essential for leadership, effective leadership requires knowledge and capabilities
(Northouse, 2016). It suggests that leading effectively results from many learned skills like
knowledge of technique or process – technical skills; ability to interact with other people –
human skills; and ability to come up with ideas for running the organisation – conceptual
skills.
The last leadership theory this paper will dwell on is the Path-Goal Theory which was
Academia Letters, April 2021
Corresponding Author: Anita Bans-Akutey, [e-mail]
Citation: Bans-Akutey, A. (2021). The Path-Goal Theory of Leadership. Academia Letters, Article 748.
https://doi.org/10.20935/AL748.
2
©2021 by the author — Open Access — Distributed under CC BY 4.0