Holy Angel University

College of Engineering and Architecture

Department of Architecture





Assignment in
Construction Methods and Project Managements
The Two Leadership Models





Diana Jane D. Criste
A-501 TTH 4:30p-6:00p

June 24, 2014

1.) Path-goal Model of Leadership

Definition
It is a theory based on specifying a leader's style or behavior that best fits the employee
and work environment in order to achieve goals (House, Mitchell, 1974).
The goal is to increase an employee's motivation, empowerment, and satisfaction so that
they become productive members of the organization.

Path-Goal is based on Vroom's (1964) expectancy theory in which an individual will act
in a certain way based on the expectation that the act will be followed by a given
outcome and on the attractiveness of that outcome to the individual.

The path-goal theory was first introduced by Martin Evans (1970) and then further
developed by House (1971).

The path-goal theory can best be thought of as a process in which leaders select specific
behaviors that are best suited to the employees' needs and the working environment so
that they may best guide the employees through their path in the obtainment of their daily
work activities (goals) (Northouse, 2013).

While Path-Goal Theory is not an exact process, it generally follows these basic steps
as shown in Fig. 1:
a) Determine the employee and environmental characteristics
b) Select a leadership style
c) Focus on motivational factors that will help the employee succeed

Fig. 1

Employee Characteristics
Employees interpret their leader's behavior based on their needs, such as the
degree of structure they need, affiliation, perceived level of ability, and desire for
control.
For example, if a leader provides more structure than what they need, they
become less motivated. Thus a leader needs to understand their employees so they
know how to best motivate them.


Task and Environmental Characteristics
Overcoming obstacles is a special focus of path-goal theory. If they become too
strong, then the leader needs to step in. Some of the more difficult task characteristics
that often arise are:
a) Design of the task
The design of the task might call for the leader's support. For example, if
the task is ambiguous, then the leader might have to give it more structure or an
extremely difficult task might call for leader support.
b.) Formal authority system
Depending upon the task authority, the leader can provide clear goals
and/or give the employee some or all control.
c.) Work group
If the team is non-supportive, then the leader needs to be cohesiveness and
esprit-de-corps that provides comradeship, enthusiasm, and devotion to all team
members.

Leader Behavior or Style
The independent variables of Path-Goal Theory are the leaders' behavior employee
motivation to excel at their goal or task is increased when the leader adjusts her style
of behavior to employee and task characteristics.
House and Mitchell (1974) defined four types of leader behaviors or styles.
They are based on two factors that were identified by an Ohio State University study
behaviors (Stogdill, 1974):
a.) Consideration - relationship behaviors, such as respect and trust.
b.) Initiating Structure - task behaviors, such as organizing, scheduling, and
seeing that work is completed.

The first behavior listed below, Directive, is based on initiating structure. The other
three (achievement, participative, and supportive) are based upon consideration.

The four path-goal types of leader behaviors are:

a.) Directive: The leader informs her followers on what is expected of them, such
as telling them what to do, how to perform a task, and scheduling and
coordinating work. It is most effective when people are unsure about the task
or when there is a lot of uncertainty within the environment.

b.) Supportive: The leader makes work pleasant for the workers by showing
concern for them and by being friendly and approachable. It is most effective
in situations in which tasks and relationships are physically or psychologically
challenging.


c.) Participative: The leaders consult with their followers by consulting with
them before making a decision on how to proceed. It is most effective when
subordinates are highly trained and involved in their work.

d.) Achievement: The leader sets challenging goals for his followers, expects
them to perform at their highest level, and shows confidence in their ability to
meet this expectation. It is most effective in professional work environments,
such as technical, or scientific; or in achievement environments, such as sales.


The leaders' behavior is not set in stone as there are other leadership styles that may be
used depending upon the situation. For example, House (1996) defined four other
behaviors:
a.) Work Facilitation
b.) Group Oriented Decision Process
c.) Work Group Representation and Networking
d.) Value Based
Conclusion / Application
As noted earlier, the independent variables of Path-Goal Theory are the leaders'
behavior, thus the pathgoal theory assumes that people (leaders) are flexible in that they can
change their behavior or style, depending upon the situation. This coincides with the research
that while nature (genes) may be our internal guide, nurture (experience) is our explorer that
has the final say in what we do (Ridley, 2003).

References:
http://www.nwlink.com/~donclark/leader/lead_path_goal.html
Evans, M. G. (1970). The effects of supervisory behavior on the path-goal
relationship. Organizational Behavior and Human Performance. 5: 277298.
House, R. J. (1971). A Path-Goal Theory of Leader Effectiveness. Administrative
Science Quarterly. 16, 321-328.
House, R. J., Mitchell, T. R. (1974). Path-goal theory of leadership. Journal of
Contemporary Business. 3: l97.
House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a
reformulated theory. Leadership Quarterly. 7 (3): 323352.
Northouse, P. (2013). Leadership Theory and Practice. Thousand Oaks: Sage
Publications, Inc.
Ridley, M. (2003). Nature Via Nurture. New York: Harper Collins.
Stogdill, R. M. (1974). Handbook of Leadership: A Survey of Theory and and
Research. New York: Free Press.
Vroom, V., H. (1964). Work and motivation. New York: Wiley.
2.) Vrooms Decision Making Model

Definition
The Vroom-Jago decision model is a rational model used by leaders to determine
whether they should make a decision alone or involve a group, and to what extent the
group should be involved.

This method was first proposed by Vroom and Yetton in 1973 and was later
modified by Vroom and Jago in 1988. Subsequent studies have shown that the
greater precision in situational assessment of the Vroom-Jago decision model allows
for better discrimination in choosing a process.

In some business situations it's better for a leader to be the decision maker for the
group. In others, it's best for the group to have some input or even make the decision.
This model distinguishes five different situations and outlines an algorithm for
determining which one to use.

Understanding the Model
When you sit down to make a decision, your style, and the degree of participation you
need to get from your team, are affected by three main factors:

a.) Decision Quality how important is it to come up with the "right" solution? The
higher the quality of the decision needed, the more you should involve other
people in the decision.
b.) Subordinate Commitment how important is it that your team and others buy
into the decision? When teammates need to embrace the decision you should
increase the participation levels.
c.) Time Constraints How much time do you have to make the decision? The
more time you have, the more you have the luxury of including others, and of
using the decision as an opportunity for teambuilding.

Specific Leadership Styles
The way that these factors impact on you helps you determine the best leadership and
decision-making style to use. Vroom-Jago distinguishes three styles of leadership,
and five different processes of decision-making that you can consider using:
Style: Autocratic you make the decision and inform others of it.
There are two separate processes for decision making in an
autocratic style:
Processes: Autocratic 1(A1) you use the information you already have
and make the decision
Autocratic 2 (A2) you ask team members for specific
information and once you have it, you make the decision. Here
you don't necessarily tell them what the information is needed
for.
Style: Consultative you gather information from the team and
other and then make the decision.
Processes: Consultative 1 (C1) you inform team members of what
you're doing and may individually ask opinions, however, the
group is not brought together for discussion. You make the
decision.
Consultative 2 (C2) you are responsible for making the
decision, however, you get together as a group to discuss the
situation, hear other perspectives, and solicit suggestions.
Style: Collaborative you and your team work together to reach a
consensus.
Process: Group (G2) The team makes a decision together. Your role is
mostly facilitative and you help the team come to a final
decision that everyone agrees on.

Fig. 2


Which one?

The Vroom-Jago decision model uses a series of seven questions, asked in order, to
determine which of these five processes to use. This is a somewhat prescriptive
process and allows you to move through the diagram below. On reaching the right-
hand side, the indicated process is the most appropriate for your situation.

The 7 questions (Fig. 3)

1) Is high quality important here or is a good solution absolutely critical? (is this a case
where it would not be acceptable having lots of equal alternatives?)
2) As the leader, do you have enough information of your own to make a good decision?
3) Is the problem structured in that it is clearly defined, organized and has recognized
solutions?
4) Do the members of the group have to accept this decision for it to work?
5) If you make this decision yourself, are you sure the group will accept it?
6) Are the group members aligned with the same goals that you are trying to achieve?
7) Is disagreement likely among group members in reaching a decision?

Fig. 3
In general, a consultative or collaborative style is most appropriate when:
a.) You need information from others to solve a problem.
b.) The problem definition isn't clear.
c.) Team members' buy-in to the decision is important.
d.) You have enough time to manage a group decision.
e.) An autocratic style is most efficient when:

You have more expertise on the subject than others.
a.) You are confident about acting alone.
b.) The team will accept your decision.
c.) There is little time available.
Conclusion / Application
The underlying assumption of the Vroom-Yetton-Jago Decision Models is that no one
leadership style or decision making process fits all situations.

By analyzing the situation and evaluating the problem based on time, team buy-in,
and decision quality, a conclusion about which style best fits the situation can be made. The
model defines a very logical approach to which style to adopt and is useful for managers and
leaders who are trying to balance the benefits of participative management with the need to
make decisions effectively.

References:
http://www.mindtools.com/pages/article/newTED_91.htm
http://www.decision-making-confidence.com/vroom-jago-decision-model.html