Describe Path-goal Theory.

Student answers may vary. Initial versions of Path-goal Theory described how a leader's task-oriented behavior and relations-oriented behavior influence subordinate satisfaction and performance in different situations. The theory was later extended to include participative leadership and achievement-oriented leadership. As in expectancy theory of motivation, leaders can motivate subordinates by influencing their perceptions about the likely consequences of different levels of effort. Subordinates will perform better when they have clear and accurate role expectations, they perceive that a high level of effort is necessary to attain task objectives, they are optimistic that it is possible to achieve the task objectives, and they perceive that high performance will result in beneficial outcomes. The effect of a leader's behavior is primarily to modify these perceptions and beliefs. The effect of leader behavior on subordinate satisfaction and effort depends on aspects of the situation, including task characteristics and subordinate characteristics. These situational moderator variables determine the potential for increased subordinate motivation and the way in which the leader must act to improve motivation. Situational variables also influence subordinate preferences for a particular pattern of leadership behavior, influencing the impact of the leader on subordinate satisfaction. A key proposition of the theory involves the moderating influence of situational variables on instrumental leadership. Task-oriented behavior has a stronger effect on role clarity, self-efficacy, effort, and performance when subordinates are unsure about how to do their work, which occurs when they have a complex and difficult task and little experience with it. Another key proposition is that supportive leadership has a stronger effect when the task is very tedious, dangerous, and stressful. In this situation supportive leadership increases subordinate confidence, effort, and satisfaction.