Path-Goal Theory Path Goal Apple

Path-Goal Theory Path goal Apple vs. Google: A case study of the Path-Goal theory of leadership The Path-Goal theory of leadership is a modification on the situational theory of leadership. Both philosophies suggest that appropriate leadership methods are not a one-size-fits-all prescription. Rather, as the 'Path-Goal' name suggests, the leadership path depends on the goal of the leader. Unlike situational leadership, which stresses adaption to the needs of the subordinate, in Path-Goal theory the leader consciously chooses a leadership technique to produce certain behaviors (Northouse 2006: 128-129).

One example of a Path-Goal leadership style is directive leadership, which involves a 'telling' style of leadership, or giving orders. In contrast, a supportive leadership style is based upon bolstering the confidence of the follower and addressing the needs of the employee in a warm, interpersonal manner. A participative leadership style is based upon a relationship of de facto equality, in which both leader and follower shape the direction of their objective.

Achievement-oriented leadership is one in which a leader tries to make subordinates perform at a high level by setting high standards (Northouse 2006: 129-130). Followers have needs for affiliation, preferences for structure and control over their tasks, and different perceptions of their own ability, which will affect the leadership style used. The type of task that must be completed will also influence leadership. Ambiguous, complex tasks may require more directive leadership. Employees who are dogmatic and inflexible may require this type of leadership to be effective.

A good example of a directive situation might be in an arena where following safety protocols are important, like in firefighting. In contrast, supportive leadership is called forth to generate interest in mundane tasks. For example, at a fast food restaurant staffed by teen employees, a manager with a fun interpersonal style is likely to get superior results from his or her employees vs. A manager who regards assembling burgers as such a serious task employees are not allowed to talk, joke, and laugh during downtime.

However, not all ambiguous tasks require a directive style. Those which require a high degree of creativity might benefit from participative leadership, particularly with autonomously-minded, independent and creative workers. But complex, ambiguous tasks that are very challenging which must be performed by employees who are innately competitive might benefit from an achievement-oriented leadership style (Northouse 2006: 134). The contrast between different types of leadership styles can be seen in a comparison of the different corporate cultures manifest at Apple and Google, two of the world's major technology companies.

Google manifests a highly participative culture. According to its website, all employees are encouraged to give feedback about the standard operating procedures of the company, and engineers are even given the leeway to pursue their own independent research projects. These projects have generated some of Google's best ideas. "We listen to every idea, on the theory that any Googler can come up with the next breakthrough. We provide the resources to turn great ideas into reality.

We offer our engineers '20-percent time' so that they're free to work on what they're really passionate about. Google Suggest, AdSense for Content, and Orkut are among the many products of this perk" (Engineer's life, 2011, Google). Executives rub shoulders with ordinary employees at the Google cafeteria. Employees work at Google as part of non-hierarchical teams. As an information technology company that requires its product to suit the needs of a constantly-changing market environment, Google's approach seems to make sense.

Its tasks are ambiguous, yet it selects employees that are highly motivated and rewards their efforts with extensive perks and bonuses, so they perform at a high standard. Employees, because of their education and intelligence, have a need to give back to the workplace with their own input. However, Apple takes a very different approach. Despite being a company dependent upon innovation, its philosophy has been described as follows: "You work for Apple when you work at Apple.

Don't try to make it about you, or spill secrets...You are part of something much bigger than you. The ideas you talk about in the hall, the neat tricks you figured out in CSS, the new unibody machining technique, that's part of your job, something you are paid to do for Apple's success" (Yarow 2010). Even independent ideas generated by workers are subsumed by the company's ethos. Apple takes a highly directive approach, despite the fact that it has produced many creative products.

This may be because it was designed to realize Steve Jobs' vision of what constituted great technology. Once the idea for the product was generated by Jobs, then it was viewed as the duty of everyone at Apple to realize.