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In 1971, Robert House introduced his version of a contingent theory of leadership known as the Path-Goal theory. According to House’s theory, leaders’ behavior is contingent upon the satisfaction, motivation, and performance of their subordinates. House argued that the goal of the leader is to help followers identify their personal goals as well understand the organization‘s goals and find the path that will best help them achieve both. Because individual motivations and goals differ, leaders must modify their approach to fit the situation. Leadership StylesHouse defined four different leadership styles and noted that good leaders switch fluidly between them as the situation demands. He believed that leadership styles do not define types of leaders as much as they do types of behaviors. House’s leadership styles include:
The Path-Goal model emphasizes the importance of the leader’s ability to interpret follower’s needs accurately and to respond flexibly to the requirements of a situation. Outstanding Leadership Theory (OLT)In 1994, House published Organizational Behavior: The State of the Science with Philip Podsakoff. House and Podsakoff attempted to summarize the behaviors and approaches of “outstanding leaders” that they obtained from some more modern theories and research findings. Using the Path-Goal model as a framework, their Outstanding Leadership Theory (OLT) expanded the list of leadership behaviors required to channel follower’s motivations and goals more effectively toward the leader’s vision:
Leadership and task follower characteristics. Content source: http://oer2go.org/mods/en-boundless/www.boundless.com/management/textbooks/boundless-management-textbook/leadership-9/contingency-approach-71/leadership-and-task-follower-characteristics-house-353-4005/index.html Content and user contributions on this site are licensed under CC BY-SA 4.0 with attribution required. This preview shows page 12 - 14 out of 22 pages. Transactional leaders are concerned about the status quo, while transformational leaders are more change-oriented. Differentiate between transactional leaders and transformational leaders in a full-range approach, particularly from a behavioral perspective
Transactional leaders focus on performance, promote success with rewards and punishments, and maintain compliance with organizational norms. Identify the different behaviors attributed to transactional leaders and how they can motivate an organization
Transformational leaders exhibit individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence. Explain the varying approaches and behaviors that define transformational leadership
The full-range leadership theory blends the features of transactional and transformational leadership into one comprehensive approach. Assess the intrinsic value of blending transactional leadership behaviors with transformational leadership behaviors
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