Discussion Board 3- Path-Goal and Leader-Member Exchange Leadership Theories
The path-goal leadership theory is a kind of leadership that does not put its focus on the leader but rather focuses on the motivational factors from the followers’ perspectives. It is a theory that explains how leadership behavior is viewed as a source of satisfaction for the followers and motivates the individual towards effective performance. The directive leadership behavior focuses on offering psychological support to followers by giving instructions and guidelines on the duties to be executed, the way they should be executed, and giving them a timeline. Supportive leadership focuses on the kind of leadership that the leader is friendly and can be approached with the intent of satisfying the needs of followers (Cote 2017). Participative leadership focuses on a leadership behavior that encourages and influences followers to take part in making decisions, giving suggestions and opinions that will be incorporated in the company. Achievement-oriented leadership focuses on the leadership behavior whereby the leader challenges individuals to set objectives, improve performances to increase their confidence and achievements. Based on these four different leadership styles, this theory is unique in ensuring that the followers are motivated and also helps them set and achieve goals.
The leader-member exchange leadership theory is founded on the association between the leader and the follower that is developed over some time depending on the level of exchanges between them (Wang, Fang, Qureshi & Janssen 2015). Instead of the leader creating a relationship with all the followers, the leader tends to select individual followers. The leader then places the individual follows in either an in-group which consists of the ones in a working relationship an out-group consisting of those with limited or no working relationship. These classifications can cause discriminations between groups making it difficult even for the followers to get along affecting job satisfaction and productivity.
Student Response 1
Participative leadership and motivation are two concepts in leadership that have a positive impact on the leader, the follower, and the organization as a whole. Participative leadership focuses on giving opportunities to followers to give their ideas, and allow them to be a part of the decision-making process (Bhatti 2019). With this, the leader influences the followers to work towards achieving the goal they set and hence increasing the performance. Participative leadership motivates the followers to engage in extra-role tasks contributing to the effective functioning of the organization. A participative leader motivates the followers and eliminates all obstacles that could hinder them from achieving their goals. When followers are made to be part of the decision-making process, they feel valued and works towards the growth of the organization.
Motivation is another concept that is fulfilled by the leaders of the employees. A leader increases the motivation of followers by ensuring that the follower gets awarded for their work. Employees are eager to work and stay in an organization when they are satisfactorily motivated (Shahid 2018). Motivation increases the employee’s job performance, morale, and ensure that the organization grows. The types of motivations that could be used by the leaders are either intrinsic or extrinsic motivations. Motivation ensures that the psychological need for the employee is recognized and rewarded for their efforts.
The bible consists of different teachings about the impact of participative leadership and its influence on people. These teachings help today’s leaders to understand the elements and hindrances that are involved in making effective decisions (Aguas 2019). Leaders influenced individuals by allowing them to contribute to the decision making process. In the Bible, prophets were rewarded for their good deeds and this motivated them to perform their duties better.
References
Aguas, M. J. (2019). An Exposition of 1 & 2 Samuel on Decision-Making and Power.
Cote, R. (2017). A comparison of leadership theories in an organizational
environment. International Journal of Business Administration, 8(5), 28-35.
Hayat Bhatti, M., Ju, Y., Akram, U., Hasnat Bhatti, M., Akram, Z., & Bilal, M. (2019). Impact of
participative leadership on organizational citizenship behavior: Mediating role of trust and moderating role of continuance commitment: Evidence from the Pakistan hotel industry. Sustainability, 11(4), 1170.
Shahid, A. (2018). Employee intention to stay: An environment based on trust and
motivation. Journal of Management Research, 10(4), 58.
Wang, X. H., Fang, Y., Qureshi, I., & Janssen, O. (2015). Understanding employee innovative
behavior: Integrating the social network and leader–member exchange perspectives. Journal of organizational behavior, 36(3), 403-420.
