Show Leadership in the Workplace

Path-Goal leadership theory is a theory predicated on the belief that there is no 'one-size-fits-all' leadership approach. It suggests that the leadership path selected by the leader is dependent upon the needs and motivation of the follower, as well as is dependent upon the final, intended goal of the leadership directive. When followers are ambiguous about the needs of a job, a directive leadership style is required that tells subordinates what to do in a clear and direct fashion. If subordinates have the necessary knowledge, but lack the confidence to achieve a particular objective, a supportive leadership style which 'coaches' and encourages subordinates is demanded of the leader. When the knowledge of the leader and follower are similar and the confidence of the followers are high, a participative style in which there is a shared 'meeting of the minds' in terms of the methods is used to achieve the leader's goals. Participative approaches are best when the concrete goal of the task is more ambiguous. When followers are highly motivated to succeed, achievement-oriented leadership which uses competition and setting high goals is required (Path-goal, n.d). In short, leadership depends on intense interpersonal savvy and also an understanding of the task

This philosophy is useful because it is a theory that provides guidance to a leader but also allows the leader to use his or her personal judgment to come to a conclusion based upon the level of knowledge and motivation of subordinates and the needs of the task. It also helps to explain why certain leadership approaches are extremely successful within specific organizational contexts, while fail in others. If followers are insufficiently motivated and there is a task that must be accomplished in a timely fashion, participative leadership can quickly result in a lack of direction and accountability. However, in a creative company where quality rather than quantity of intellectual output is important, a directive leadership style could prove stifling.

Reference

Path-goal. (Robert House). Available:

http://faculty.css.edu/dswenson/web/LEAD/path-goal.html [16 Jul 2013]

Part 2

Behaviors and performance targets demanded of David include

Coming to work on time

Ensuring that the information given to customers is accurate (based upon customer satisfaction surveys)

Completing agreed-upon tasks without altering them at the last minute

Receiving high grades both from subordinates as well as superiors in terms of the level of respect he shows

In terms of my 'leadership style,' I would characterize myself as a supportive leader. I like to encourage and coach my subordinates to improve themselves, set higher goals, and I believe that showing concern and caring for my subordinates ultimately fosters a better organizational environment. However, because I am not a directive leader who penalizes deviations from the norm, David might be tempted to take advantage of my leadership style. Given that David wishes to please his superiors, I would stress to David how his sloppy approach to information and to timeliness affects his overall performance and cannot be ignored. I would set specific targets regarding his work habits and results from customer satisfaction surveys. I would also try to mentor him, noting how by setting a good example in terms of taking on unpleasant tasks or treating lower-level employees with respect, he would improve his image in the eyes of all employees. I would also suggest a program of action for David that included some form of leadership and interpersonal training to improve his relational style with others as well as his organizational skills and work habits.