Journal articles: 'Path-goal theory of leadership'

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Indvik, Julie. "Path-Goal Theory of Leadership: A Meta-Analysis." Academy of Management Proceedings 1986, no. 1 (August 1986): 189–92. http://dx.doi.org/10.5465/ambpp.1986.4980581.

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Jermier, John M. "The path-goal theory of leadership: A subtextual analysis." Leadership Quarterly 7, no. 3 (September 1996): 311–16. http://dx.doi.org/10.1016/s1048-9843(96)90022-3.

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Schriesheim, Chester A., and Linda L. Neider. "Path-goal leadership theory: The long and winding road." Leadership Quarterly 7, no. 3 (September 1996): 317–21. http://dx.doi.org/10.1016/s1048-9843(96)90023-5.

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House, Robert J. "Path-goal theory of leadership: Lessons, legacy, and a reformulated theory." Leadership Quarterly 7, no. 3 (September 1996): 323–52. http://dx.doi.org/10.1016/s1048-9843(96)90024-7.

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Malik, Sikandar Hayyat, Shamsa Aziz, and Hamid Hassan. "Leadership Behavior and Acceptance of Leaders by Subordinates: Application of Path Goal Theory in Telecom Sector." International Journal of Trade, Economics and Finance 5, no. 2 (2014): 170–75. http://dx.doi.org/10.7763/ijtef.2014.v5.364.

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Silverthorne, Colin. "A test of the path‐goal leadership theory in Taiwan." Leadership & Organization Development Journal 22, no. 4 (June 2001): 151–58. http://dx.doi.org/10.1108/01437730110395042.

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Barnett, Timothy R., and Danny R. Arnold. "Justification and application of path-goal contingency leadership theory to marketing channel leadership." Journal of Business Research 19, no. 4 (December 1989): 283–92. http://dx.doi.org/10.1016/0148-2963(89)90010-6.

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Farhan, Bayan Yousef. "Application Of Path-Goal Leadership Theory And Learning Theory In A Learning Organization." Journal of Applied Business Research (JABR) 34, no. 1 (December 29, 2017): 13–22. http://dx.doi.org/10.19030/jabr.v34i1.10088.

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This paper used learning theory and path-goal theory to propose a learning leadership model. The practical side of these two theories is suitable for this proposed model, its agenda, and its tools for improving organizational learning. The model is based on the assumption that leaders need to develop their competences and the competences of subordinates by creating a continuous learning process through sharing, exchanging, and improving knowledge and experiences. The model states that learning leaders act as facilitators of the organizational learning process and adopt the right attitude to motivate subordinates for learning by removing obstacles and creating a learning culture.

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Zulaihah, Ifatun. "CONTINGENCY LEADERSHIP THEORY / PENDEKATAN SITUASIONAL." AL-TANZIM : JURNAL MANAJEMEN PENDIDIKAN ISLAM 1, no. 1 (January 26, 2017): 76–87. http://dx.doi.org/10.33650/al-tanzim.v1i1.29.

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Paper ini mencoba menelaah konsep kepemimpinan situasional yang dipelopori diantaranya oleh Hersey and Blanchard, kemudian berkembang lagi teori Fiedler serta teori Path Goal. Dari teori tersebut masing-masing menganalisis bahwa kepemimpinan tidak hanya terbentuk oleh kepribadian dari pemimpin itu saja, namun kepemimpinan terbentuk dari lingkungan serta faktor-faktor yang mempengaruhi keberhasilan dari situasi sebuah organisasi agar mencapai tujuan yang dimaksud. Secara singkatnya teori tersebut menggunakan analisis kuantitatif dalam proses mempengaruhi bawahan-bawahannya dengan menggunakan variable-variable yang sudah terukur sedemikian rupa.

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Seltzer, Joseph, and James W. Smither. "A Role-Play Exercise to Introduce Students to Path-Goal Leadership Theory." Journal of Management Education 19, no. 3 (August 1995): 380–91. http://dx.doi.org/10.1177/105256299501900311.

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Al-Gattan, Abduhl-Rahim A. "Test of the Path-Goal Theory of Leadership in the Multinational Domain." Group & Organization Studies 10, no. 4 (December 1985): 429–45. http://dx.doi.org/10.1177/105960118501000405.

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Cote, Robert. "A Comparison of Leadership Theories in an Organizational Environment." International Journal of Business Administration 8, no. 5 (July 10, 2017): 28. http://dx.doi.org/10.5430/ijba.v8n5p28.

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This analysis will review three leadership theories focusing on how leader’s influence and motivate employees to accomplish tasks and goal achievement in an organizational environment. The three theories chosen are: (1) Situational Leadership Theory, (2) Path-Goal Leadership Theory, and (3) Leader-Member (LMX) Theory. In each leadership theory, background information, development and effectiveness, and strengths and weaknesses will be analyzed. Also, each leadership theory will be compared and contrasted according to similarities and differences. After each of these theories of leadership is reviewed, the last section will discuss Transformational Leadership, which has become an emerging leadership theory because it inspires, motivates, and energizes employees.

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Kwon, Su－won, Jong－chul Yoon, and Sang－ho Do. "Effect of Team Leadership and MBO on Management Performance : Path－Goal Theory and Self－Leadership Perspective." KOREAN JOURNAL OF MANAGEMENT ACCOUNTING RESEARCH 20, no. 1 (April 30, 2020): 31–65. http://dx.doi.org/10.31507/kjmar.2020.4.20.1.31.

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Bickle, Jason T. "Developing Remote Training Consultants as Leaders-Dialogic/Network Application of Path-Goal Leadership Theory in Leadership Development." Performance Improvement 56, no. 9 (October 2017): 32–39. http://dx.doi.org/10.1002/pfi.21738.

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Ridho, Wahyu Fahrul. "HUBUNGAN ANTARA GAYA KEPEMIMPINAN PATH GOAL SUPERVISOR PABRIK BAJA DENGAN TINGKAT KEPATUHAN SOP (STANDARD OPERATIONAL PROCEDURE) PEKERJA." Indonesian Journal of Occupational Safety and Health 4, no. 2 (March 16, 2017): 187. http://dx.doi.org/10.20473/ijosh.v4i2.2015.187-198.

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ABSTRACTEmployee ignorance on Standard Operational Procedures (SOP) is one of the main causes of workplace accidents. This study was conducted to analyze the correlation between path goal leadership implemented by Gresik steel factory supervisors and employee obedience on company SOP. This study applied quantitative approach and cross-sectional research design. The data were collected through observation and interview on 52 respondents consisting of employees working led by 4 different supervisors. Systematic random sampling is used for sampling method. In-depth interviews were conducted to gain more information regarding the variables analyzed in this study. The independent variables analyzed in this study were path goal leadership style implemented by the supervisors and the dependent one is SOP obedience. This study found that employee obedience level on company SOP of each working units is 86% for drilling unit; 78.57% for marking and cutting unit; 100% for assembly unit; and 41.67% on painting unit. The results of Spearman correlation test indicated that path goal leadership style implemented by the supervisors significantly correlated with obedience level of the employees on company SOP with p < 0.05. there were positive correlation among the variables with correlation coefficient 0.416 (p = 0.001). Based on these findings, it could be concluded that the better path goal leadership style implementation made by the supervisors the higher employee obedience level on company SOP.Keywords: leadership style, Path Goal Theory, SOP obedience, occupational safety

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Sujana, Caroline Maretha. "Contractor project manager leadership style based on path goal theory to support construction sustainability." IOP Conference Series: Earth and Environmental Science 426 (March 13, 2020): 012007. http://dx.doi.org/10.1088/1755-1315/426/1/012007.

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Singh, Abhishek, and Santosh Rangnekar. "Empowering leadership in hospital employees." International Journal of Productivity and Performance Management 69, no. 7 (February 21, 2020): 1497–519. http://dx.doi.org/10.1108/ijppm-03-2019-0132.

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PurposeThis research paper aims to develop and test a conceptual model which explains whether and how empowering leadership, through employee goal orientation and job conditions, influences employee proactivity. The authors suggest two simultaneous pathways from empowering leadership to employee proactivity based on path-goal theory and social exchange theory.Design/methodology/approachData were collected from 253 frontline employees working in Indian NABH accredited hospitals. Regression analysis was performed to analyze the data with the help of SPSS 24. Further, SPSS process macro was used to test the parallel mediation effects with the help of bootstrapping procedures.FindingsThe important findings of this study are as follows: (1) empowering leadership has direct influence on employee proactivity; (2) empowering leadership, employees' goal orientation and job conditions are important antecedents of employee proactivity; (3) goal orientation and job conditions simultaneously partially mediate the relationship between empowering leadership and employee proactivity. In particular, employees' goal orientation is a more important mediating variable than job conditions in the studied relationship.Practical implicationsOrganizations may reap the benefits of employee's proactive work behavior by hiring, training, and developing empowering leaders.Originality/valueThe study adds to the existing literature by building theory in the area of employee proactivity. In doing so, this study explains the less understood relationship between empowering leadership and employee proactivity.

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Schul, Patrick L. "An investigation of path-goal leadership theory and its impact on intrachannel conflict and satisfaction." Journal of the Academy of Marketing Science 15, no. 4 (December 1987): 42–52. http://dx.doi.org/10.1007/bf02723289.

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Saide, Saide, Richardus Eko Indrajit, Rahmat Trialih, Siti Ramadhani, and Najamuddin Najamuddin. "A theoretical and empirical validation of information technology and path-goal leadership on knowledge creation in university." Journal of Science and Technology Policy Management 10, no. 3 (October 2, 2019): 551–68. http://dx.doi.org/10.1108/jstpm-06-2018-0067.

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PurposeThis paper aims to assess the importance of maximizing resources in an institution to promote knowledge management (KM) practices, namely, leadership, information technology (IT) and KM. The relationship among them was analyzed. Previous studies’ relating aspects of KM were concerned about the industry; however, the academic institution has not received much attention. Therefore, to address this in an academic setting, the authors developed research model by focusing on an academic institution.Design/methodology/approachThe authors used structural equation modeling to check the research prototype with a sample of 160 respondents. The respondents were heads of departments, lecturers and general employees. In addition, the authors used SPSS to measure demographic, non-response bias and generate descriptive statistics.FindingsThe findings of this research show that the leadership style with path goal theory and IT are elements that support KM program in university setting. The results of hypothesis are displayed in Figure 2, including examining factors that influence of path goal theory, technology and KM program. In other hand, path goal theory had a positive influence on KM program (c = 0.13,p< 0.05), and IT had a positive influence on KM program (c = 0.20,p< 0.05).Research limitations/implicationsFinally, the authors are not to claim that this will be suitable in many academic institutions and organization types. In this study, the authors tested or checked existing leadership style in university, then suggest/explain to University what style of leadership currently they have and suggest to them how this style may support knowledge sharing practice in University. While the strength of this study provides an opportunity to explore the KM program of an academic institution, limitations do exist above. Therefore, this statement needs to be investigated and validated further.Practical implicationsThe findings of this research may help companies and workers to initiate sharing knowledge or to encourage knowledge sharing in University. In addition, managerial staffs/officers are supposed to make standardization or regulation to encourage workers’ participation for transferring their knowledge. In this aspect, company needs create such as training or formal/informal meeting to make their workers more confidence to communicate each other.Originality/valueThe authors have combined various aspects, namely, KM, leadership style and social media tools, to solve the obstacle of knowledge sharing practices.

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Schriesheim, Chester A., Stephanie L. Castro, Xiaohua (Tracy) Zhou, and Leslie A. DeChurch. "An investigation of path-goal and transformational leadership theory predictions at the individual level of analysis." Leadership Quarterly 17, no. 1 (February 2006): 21–38. http://dx.doi.org/10.1016/j.leaqua.2005.10.008.

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Rana, Rozmina, George K'Aol, and Michael Kirubi. "Influence of directive and achievement oriented path-goal leadership styles on employee performance of coffee trading companies in Kenya." International Journal of Research in Business and Social Science (2147- 4478) 8, no. 6 (October 26, 2019): 137–47. http://dx.doi.org/10.20525/ijrbs.v8i6.478.

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The study sought to examine the extent to which directive and achievement-oriented path-goal leadership styles influence employee performance of coffee trading companies in Kenya. The positivism philosophy was adopted and the design used was a descriptive correlational research design. The population for the study was 180 senior managers of coffee trading companies in Kenya. Descriptive and inferential statistics were used to analyze the data. The descriptive statistics were mean and standard deviation while the inferential statistical analysis included correlational analysis, chi-square and multiple linear regression analysis. The results of the multiple linear regression analysis revealed that directive leadership style negatively and significantly predict employee performance, R2= 0.035, F(1, 114) = 4.141, p≤ .05, β = -0.153, p≤ .05. Multiple linear regression analysis further revealed that achievement-oriented leadership style positively and significantly predicted employee performance, R2= 0.161, F(1, 116) = 20.686, p ≤. .05, β = 0.391, p≤ .05. The study provided a unique contribution to the theory and practice of leadership by contributing to knowledge in the application of Path-goal leadership styles in coffee trading companies. The study findings led to the conclusion that the use of a directive leadership style in coffee trading companies can adversely affect performance and leaders should exercise caution if they have to use this style.

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Levanoni, Eliahu, and Robert Knoop. "Does Task Structure Moderate the Relationship of Leaders' Behavior and Employees' Satisfaction?" Psychological Reports 57, no. 2 (October 1985): 611–23. http://dx.doi.org/10.2466/pr0.1985.57.2.611.

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This study investigated the moderator effect of various task dimensions on the form of the relationship between leaders' behavior and employees' satisfaction with supervision and with the jobs, as postulated by path-goal theory of leadership. Data were collected from five groups of educators: 978 public school teachers, 976 high school teachers, 186 community college instructors, 191 university professors, and 188 student teachers. Instruments included Hackman and Oldham's Job Diagnostic Survey, Stogdill's LBDQ, Form 12, Hoppock's Job Satisfaction Scale, Aiken and Hage's global measure of Supervisory Satisfaction. Hierarchical multiple-regression analyses were performed to test specific hypotheses. The results did not support path-goal theory. The findings were discussed, and implications for research were suggested.

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Li, Jin, and Yiwen Tong. "Does narcissistic leadership enhance employee resilience? A moderated mediation model of goal-directed energy and psychological availability." Leadership & Organization Development Journal 42, no. 5 (May 3, 2021): 819–36. http://dx.doi.org/10.1108/lodj-11-2020-0521.

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PurposeDrawing on the conservation of resources (COR) theory, this study highlights the mediating role of goal-directed energy as a critical psychological resource. The purpose of this study is to examine the mediating effect of goal-directed energy on the relationship between narcissistic leadership and employee resilience. The study also explores the moderating effect of psychological availability on the relationship between narcissistic leadership and goal-directed energy.Design/methodology/approachData were collected from 857 employees and their supervisors at 137 enterprises in China. Confirmatory factor analysis, hierarchical multiple regression analysis and path analysis were adopted to analyze the data.FindingsThe results indicate that narcissistic leadership has a positive effect on goal-directed energy, which, in turn, enhances employee resilience. Furthermore, the effect of narcissistic leadership on goal-directed energy becomes more prominent in the context of lower psychological availability.Practical implicationsFirst, narcissistic leadership is supposed to play an effective role in helping employees gain resources. Second, organizations should attach importance to implementing resilience-building programs on employees to cope with uncertainty. Third, organizations should offer multiple training opportunities to stimulate employees’ goal-directed energy.Originality/valueFirst, the findings suggest that employee resilience is influenced by narcissistic leadership, which provides more possibilities for the study on the antecedents of resilience. Second, the study offers novel insights regarding the effect of narcissistic leadership on employee resilience through goal-directed energy. Finally, it also examines psychological availability as the boundary condition between narcissistic leadership and goal-directed energy.

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Idriss Dokony, Hadje Akhaye, Jugindar Singh Kartar Singh, and Dr Thilageswary Arumugam. "The Influence of Leadership Behaviors Based on the Path-Goal Theory towards Employees’ Satisfaction in a Developing Nation. A Study in the Telecommunication Sector in N’djamena, Chad." International Journal of Psychosocial Rehabilitation 24, no. 02 (February 12, 2020): 1324–36. http://dx.doi.org/10.37200/ijpr/v24i2/pr200432.

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Vecchio, Robert P., Joseph E. Justin, and Craig L. Pearce. "The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework." Journal of Occupational and Organizational Psychology 81, no. 1 (March 2008): 71–82. http://dx.doi.org/10.1348/096317907x202482.

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Bogotch, Ira E. "Educational Leadership and Social Justice: Practice into Theory." Journal of School Leadership 12, no. 2 (March 2002): 138–56. http://dx.doi.org/10.1177/105268460201200203.

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In this article Dewey's conceptions of theory and practice provide a conceptual framework for understanding the moral and political possibilities of educational leadership. Specifically, the differences among craft knowledge, professional reflective practice, and intellectual activities are discussed. Through the use of historical illustrations, two educational leadership paths demonstrate connections between educational leadership and social justice. The first path illustrates how an educational leader continuously builds a just school community under changing demographic and political conditions. The leadership challenge is ongoing in terms of building a new educational community rather than replicating a community of the past. The second path illustrates how single-minded visions for a just school society emerge through the heroic efforts of individual educational leaders. The leadership challenge here is to intellectually construct a meaningful consensus rather than to assume or assert it apart from experience. The article concludes with a critique of the theory-practice consequences of each leadership path.

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Butler, Mark C., and Sanford B. Ehrlich. "Positional Influences on Job Satisfaction and Job Performance: A Multivariate, Predictive Approach." Psychological Reports 69, no. 3 (December 1991): 855–65. http://dx.doi.org/10.2466/pr0.1991.69.3.855.

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This study examined relationships between job attitudes, work environment perceptions, and supervisors' ratings of job performance among health care employees occupying both medical care and administrative positions in ambulatory clinic settings. Between-group differences were noted on the perceived relationship with the supervisor, level of job/role conflict, and working conditions. Results are discussed in terms of functional and dysfunctional aspects of control systems and path-goal theory of leadership.

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Kim, Hakhwan, and Daesun Ko. "The Relationship among the Leadership Style of Taekwondo Coaches, Exercise Expectation and Athletics Outcomes Applied of Path-Goal Theory." Korean Journal of Physical Education 59, no. 4 (July 30, 2020): 265–81. http://dx.doi.org/10.23949/kjpe.2020.7.59.4.18.

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Mango, Emmanuel, Jeremiah Koshal, and Caren Ouma. "Effect of Learning Goal Orientation on Leadership Development." International Journal of Research in Business and Social Science (2147- 4478) 8, no. 6 (October 26, 2019): 175–80. http://dx.doi.org/10.20525/ijrbs.v8i6.459.

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Effective leadership development has eluded many organizations and academia for a long time. Those who have attempted to improve the practice and study of leadership development focus on the same old elements of leadership development. The traditional elements of leadership development that have been studied and implemented previously include: the content of the leadership development programs, the delivery of leadership development programs, the length of the programs and advocating for leadership development programs that are entrenched in leadership theory. Despite numerous studies and implementation of the studies’ findings on leadership development, there exists widespread dissatisfaction with leadership development outcomes. Some scholars have observed that leader developmental readiness may be the missing ingredient in leadership development. Learning goal orientation is one of the five elements of leader developmental readiness. Therefore, this study examines the effect of learning goal orientation on leadership development. The study reveals that learning goal orientation has a significant effect on leadership development, F(1,286) = 62.346, p < 001. In addition, learning goal orientation accounts for 17.9% of the variation in leadership development. Thus, enhancing participants’ learning goal orientation should be part and parcel of any leadership development program in order to improve the effectiveness of leadership development.

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Raziq, Muhammad Mustafa, Felipe Mendes Borini, Omer Farooq Malik, Mansoor Ahmad, and Mehwish Shabaz. "Leadership styles, goal clarity, and project success." Leadership & Organization Development Journal 39, no. 2 (April 10, 2018): 309–23. http://dx.doi.org/10.1108/lodj-07-2017-0212.

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Purpose The purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range leadership theory, and contextualizes leadership styles such as transformational leadership style, and transactional leadership style (active management by exception, and contingent reward) to temporary project environment. Design/methodology/approach Data are collected (in year 2017) from 248 individuals working in ten large project-based organizations from different sectors, each having multiple units in Pakistan. Respondents comprise functional managers and individuals (who have lead or worked on projects), as well as dedicated project managers. Findings Goal clarity partially mediates the relationship between transformational leadership style and project success. However, in case of the transactional leadership style, there is no mediation as transactional leadership style is not associated with goal clarity. Furthermore, contingent reward is positively associated to project success, while active management by exception is negatively associated to project success. Originality/value Research suggests that the underlying mechanisms of the relationship between leadership styles (transactional and transformational) and project success are less clear and need to be further explored. This study contributes to literature by answering such calls, and examines possible underlying mechanisms (i.e. goal clarity) in the relationship between leadership styles and project success.

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Bastola, Dipak. "The Trait Theory of Leadership and The Eight-Fold Noble Path as Buddhist Leadership Paradigm: A Stark Scrutiny." Research Nepal Journal of Development Studies 3, no. 2 (December 31, 2020): 24–37. http://dx.doi.org/10.3126/rnjds.v3i2.34456.

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This paper titled, The Trait Theory of Leadership and The Eight-Fold Noble Path as Buddhist Leadership Paradigm: A Stark Scrutiny, strives to explore an affinity between the trait theory and the eight-fold noble path, to scrutinize the theoretical and practical implication of the integrated approach of both from the Nepalese perspective, and to expedite potential paradigm shift to enhance the leadership competencies of the 21st century. It is a conceptual paper. The secondary data has been profoundly analyzed to accumulate required facts, details, and information through comprehensive literature reviews. In conclusion, there is an obvious and precise affinity between both conceptions to propose an integrated paradigm transmutation for the enhancement of leadership competencies of the 21st century. From the Nepalese perspective, the empirical implication and application of the integrated leadership approach with the amalgamation of both i.e. the trait theory and the eight-fold noble path are seen inevitable as well as undeniable.

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Pahi, Munwar Hussain, Umair Ahmed, Abdullah Zafar Sheikh, Sarfraz Ahmed Dakhan, Faiz Muhammad Khuwaja, and T. Ramayah. "Leadership and Commitment to Service Quality in Pakistani Hospitals: The Contingent Role of Role Clarity." SAGE Open 10, no. 4 (October 2020): 215824402096364. http://dx.doi.org/10.1177/2158244020963642.

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The health care system is usually a reflection of the human development and prosperity index of a country. In particular, a sound health care system is generally deemed essential for providing quality service delivery to service users. Pakistan, in this respect, is lagging even after implementing the district health management model of World Health Organization (WHO). In particular, the province of Sindh reports a higher level of dissatisfaction among the service recipients and, therefore, remains a core concern for the concerned authorities. This study, therefore, aims to investigate the levels of employees’ commitment to service quality in Pakistan’s health care sector. A quantitative survey method was adopted to collect data from 315 medical officers working in 43 public-sector hospitals in Sindh, Pakistan. The data were analyzed using the partial least squares structural equation modeling (PLS-SEM) technique and Smart PLS 3 software. Based on cognitive dissonance theory and path-goal theory, the present study investigated the role of leadership styles in influencing commitment to service quality with the moderation of role clarity. The findings lend support to the direct hypothesized relationships of transformational and transactional leadership with commitment to service quality. The study found significant support for all the hypothetical relationships except laissez-faire leadership’s direct link with commitment to service quality. While role clarity was found to moderate the relationships of two leadership styles, namely, transformational leadership and laissez-faire leadership with commitment to service quality, there was no such moderating effect for the relationship between transactional leadership and commitment to service quality. These findings offer useful theoretical and managerial implications on the importance of leadership styles in influencing commitment to service quality and provide the basis for future research.

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Keller, Robert T. "A test of the path-goal theory of leadership with need for clarity as a moderator in research and development organizations." Journal of Applied Psychology 74, no. 2 (April 1989): 208–12. http://dx.doi.org/10.1037/0021-9010.74.2.208.

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DeArmond, Sarah, Benjamin I. Bass, Konstantin P. Cigularov, Peter Chen, and J. Taylor Moore. "Leadership and safety: the role of goal commitment." Journal of Organizational Effectiveness: People and Performance 5, no. 2 (June 4, 2018): 182–98. http://dx.doi.org/10.1108/joepp-07-2017-0066.

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Purpose The purpose of this paper is to investigate safety goal commitment as a potential mediator of the relationship between safety-specific transformational leadership and safety performance. Design/methodology/approach A field study was conducted in a sample of municipal utilities workers. All workers were asked to take a survey during work time. Findings The results suggest that safety-specific transformational leadership is positively related to safety performance and safety goal commitment, safety goal commitment is positively related to safety performance, and goal commitment is a significant mediator of the relationship between transformational leadership and safety performance. Practical implications Goal-setting theory and subsequent research has suggested a variety of strategies that can be employed to enhance the goal commitment of employees, and this study suggests that some of these strategies could be explored in the occupational safety realm. Future research could explore what transformational behaviors might be taught which would aid in setting safety goals with employees and motivating them to commit to those goals. Originality/value These findings add to existing research which supports connections between transformational leadership and job behaviors. Furthermore, they add to the limited research which has explored possible explanatory mechanisms and underscores the importance of safety goal commitment as the focus of future research and/or organizational interventions.

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Beard, Karen Stansberry. "Toward a theory of Engaged School Leadership." Journal of School Leadership 28, no. 6 (November 2018): 742–71. http://dx.doi.org/10.1177/105268461802800603.

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This study explored principle licensure students’ sense of engagement, program effectiveness, and preparedness to lead engagement focused on academic achievement. Data analysis using attributes of effective preparation programs, and positive psychology constructs (e.g., flow) found Goal Achievement, Commitment, and Accomplishment significantly related to flow. Flow was significantly related to Engagement, while Care was significantly related to Commitment and Coping. Perhaps more significantly, the findings yielded seven characteristics of Engaged School Leadership Theory (ESTL) development. Adding to both principal preparation and positive psychology literature, this study offers conceptual understandings toward an emerging theory of Engaged School Leadership.

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Adeel, Ahmad, Samreen Batool, and Rizwan Ali. "Empowering leadership and team creativity: understanding the direct-indirect path." Business: Theory and Practice 19 (November 6, 2018): 242–54. http://dx.doi.org/10.3846/btp.19.27649.

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This study investigated the relationship between empowering leadership and team creativity by integrating the theory of group behavior with componential theory of creativity. For this study, data was collected from two sources (343 Subordinates, 67 Supervisors) by temporally dividing data collection process into two points in time for independent, dependent, and mediating variables from employees of a bank operating in Pakistan. Random coefficient analysis technique was used with Mplus 7.0 to analyze nested data for preliminary analysis and analysis of mediation and indirect effects. Mediation was analyzed using the indirect effect of random models and further confirmed the confidence using bootstrapping procedure. Through this study, the researchers tried to explore the inconsistent relationship between empowering leadership behavior and team creativity. It was found that empowering leadership behavior affects the team level creativity of employees directly and indirectly through the mediation of team learning behavior and team psychological empowerment as team process and team emergent states respectively. The results indicated that empowering leadership enhances the learning potential of teams and team empowerment perception which in turn enhances team level creativity. Further research findings, implications, and future research directions also discussed in this research.

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Adeel, Ahmad, Samreen Batool, and Rizwan Ali. "EMPOWERING LEADERSHIP AND TEAM CREATIVITY: UNDERSTANDING THE DIRECT-INDIRECT PATH." Business: Theory and Practice 19 (November 6, 2018): 242–54. http://dx.doi.org/10.3846/btp.2018.24.

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This study investigated the relationship between empowering leadership and team creativity by integrating the theory of group behavior with componential theory of creativity. For this study, data was collected from two sources (343 Subordinates, 67 Supervisors) by temporally dividing data collection process into two points in time for independent, dependent, and mediating variables from employees of a bank operating in Pakistan. Random coefficient analysis technique was used with Mplus 7.0 to analyze nested data for preliminary analysis and analysis of mediation and indirect effects. Mediation was analyzed using the indirect effect of random models and further confirmed the confidence using bootstrapping procedure. Through this study, the researchers tried to explore the inconsistent relationship between empowering leadership behavior and team creativity. It was found that empowering leadership behavior affects the team level creativity of employees directly and indirectly through the mediation of team learning behavior and team psychological empowerment as team process and team emergent states respectively. The results indicated that empowering leadership enhances the learning potential of teams and team empowerment perception which in turn enhances team level creativity. Further research findings, implications, and future research directions also discussed in this research.

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Tuononen, Tiina A., Anna Liisa Suominen, and Johanna Lammintakanen. "Career path from a dentist to a leader." Leadership in Health Services 31, no. 4 (October 1, 2018): 384–97. http://dx.doi.org/10.1108/lhs-08-2017-0051.

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Purpose The purpose of this paper was to study the career paths of leaders with a career background as a dentist from basic degree to chief or executive leadership positions and individual factors that influenced their decisions. Design/methodology/approach Semi-structured interview and a questionnaire were used to study 13 leaders using the structure of Edgar Schein’s career anchor interview and career orientation inventory questionnaire. Theory-driven content analysis was used to analyze the data according to themes which included career paths, factors associated with job and career changes and thoughts about future careers. Findings Three different career path types were identified: Progressives (Type A), By chance (Type B), and Enthusiasts (Type C). The main motives were: the Progressives’ goal orientation to proceed to higher leadership positions, the By chance group’s job and even career changing by taking a chance on an interesting possibility that comes their way and the Enthusiasts’ willingness to make a difference and search for possibilities to change things. The most important career anchor was “pure challenge” among the Progressives and By chance groups and “general managerial competence” among the Enthusiasts. Originality/value Studies on personal factors associating with career paths in health care are scarce and similarly leaders with a dentist background are less studied, even though leadership could be an excellent career choice for a dentist. Different individuals can have varied motives and career paths toward executive positions. Because of the multi-professional functions in health care, organizations could benefit from having leaders with different expertise backgrounds.

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Skendzel, Sasha, Shernan G. Holtan, and Patricia Finch-Guthrie. "Application of Path-Goal and Transformational Leadership Theory to Improve Patient and Provider Satisfaction with APP-Led Survivorship Care: A Quality Improvement Initiative." Biology of Blood and Marrow Transplantation 25, no. 3 (March 2019): S373. http://dx.doi.org/10.1016/j.bbmt.2018.12.605.

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Turner, John R., Rose Baker, and Frank Kellner. "Theoretical Literature Review: Tracing the Life Cycle of a Theory and Its Verified and Falsified Statements." Human Resource Development Review 17, no. 1 (January 11, 2018): 34–61. http://dx.doi.org/10.1177/1534484317749680.

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The Academy of Human Resource Development (AHRD) has proven to be a source of knowledge providing research in the forms of theory development, literature reviews, educational and descriptive analyses, critical analyses, and empirical research studies. Given this vast body of knowledge, there has not been a call for researchers to provide a literature review format for tracing the life cycles of individual theories, differentiating between formal and informal theories within human resource development’s (HRD) body of knowledge. The current article proposes a format for conducting a theoretical literature review, using path-goal leadership theory and the learning organization as two examples to showcase the benefits of using a theoretical literature review. Incorporating theoretical literature reviews to some of the AHRD’s journals could help in identifying and mapping the field’s formal and informal theories while aiding in providing additional historical reviews for the discipline.

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Saleem, Atif, Sarfraz Aslam, Hong-biao Yin, and Congman Rao. "Principal Leadership Styles and Teacher Job Performance: Viewpoint of Middle Management." Sustainability 12, no. 8 (April 21, 2020): 3390. http://dx.doi.org/10.3390/su12083390.

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Achievement-oriented leaders let their followers know their expectations. They regularly set clear goals with potential high-performance standards, they trust in the capabilities of their subordinates, and they encourage the continued performance improvement of their subordinates. This investigation studied the effects of private secondary school principals’ leadership styles on teachers’ job performance. Four leadership styles outlined in the path–goal theory and five key performance indicators (KPIs) of teacher job performance were chosen for the present research. Numerous prior studies have documented this subject. However, they reported on teacher job performance as a single unit. Therefore, a concerted effort was required to examine the effects of adopted principal leadership styles on each of the five key performance indicators of teacher job performance. A total of 253 middle management personnel took part in this empirical study. The correlation findings from the structural equation modeling revealed that the directive leadership style had a significant effect on teacher job performance in the studied schools, followed by the supportive and achievement-oriented leadership styles. Conversely, although participative leadership was identified as a significant predictor, it was not considered a promising predictor of teacher job performance. This research was conducted in a non-Western culture, where directive leadership is beneficial for encouraging teacher job performance; this claim is greatly supported by the available rigorous literature.

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Brandmo, Christian, Dijana Tiplic, and Eyvind Elstad. "THE ACHIEVEMENT GOAL THEORY AS AN APPROACH TO STUDY SCHOOL PRINCIPALS’ LEADERSHIP MOTIVATION." Problems of Education in the 21st Century 58, no. 1 (March 25, 2014): 27–38. http://dx.doi.org/10.33225/pec/14.58.27.

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This study investigates how the achievement goal theory and its measures can be utilized to understand the school principals’ achievement goals for leading. The achievement goal theory is an analytical tool little used when studying educational management. This explorative study aims at developing a measure of principals’ achievement goals for leading, by using a factor analysis of the scores of 270 Norwegian principals. The analysis shows a clear distinction between principals’ mastery and performance goals for leading. Mastery goals for leading were positively correlated with constructs such as principals’ efficacy beliefs for leading, autonomy and teacher-principal trust, while performance goals were weaker or not significantly correlated with these constructs. The study suggests that the context and organizational factors are influencing principals’ purposes of achievement behaviour. Given the increasing emphasis on the accountability of school leaders, the current study suggests the achievement goal theory as a fruitful approach when studying educational leadership. Key words: accountability, achievement goals, educational leadership, school leaders’ motivation.

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Kollenscher, Eldad, Micha Popper, and Boaz Ronen. "Value-creating organizational leadership." Journal of Management & Organization 24, no. 1 (September 27, 2016): 19–39. http://dx.doi.org/10.1017/jmo.2016.33.

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AbstractDespite their many contributions, each of the most prevalent approaches to leadership – the micro interpersonal leadership models such as transformational theory, trait theory and charismatic leadership, and the macro strategic management – has notable ‘blind spots’ and relies on biased or partial assumptions. Furthermore, the macro–micro polarization of major leadership theories overlooks important meso perspective processes, such as structuring, which leaders can use to attain a more compounded and sustained effect on organizational outcomes. The goal of this paper is to propose an integrative theoretical framework – value-creating leadership – which provides what is missing from the theory of organizational leadership. Value-creating leadership combines micro and macro perspectives regarding management and leadership along with a meso perspective to create a unified model of corporate leadership.

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Kim, Hwa Young, and Minkyung Jo. "Path Analysis of Leadership Implicit Theory, Leadership Development Activity, Status Anxiety, and Turnover Intention among Middle Managers." Journal of Korean Coaching Research 13, no. 6 (December 31, 2020): 25–47. http://dx.doi.org/10.20325/kca.2020.13.6.25.

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Nor Amin, Nurul Afiqah, Chin Han Wuen, and Amiruddin Ismail. "Leadership style desired by youth in Asia." Journal of Management Development 36, no. 10 (November 13, 2017): 1206–15. http://dx.doi.org/10.1108/jmd-01-2017-0028.

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Purpose The purpose of this paper is to investigate the styles that are desirable in a leader in the perspective of youth in Asia, particularly Brunei Darussalam and South Korea. Thus, by investigating it using the Path Goal Theory as its approach, this study provides leaders with the desirable leadership style to motivate and influence the youth. Design/methodology/approach The research used a quantitative method with a proportionate stratified sampling method using the criteria of age of youth defined by UNESCO. The data then collected using a face-to-face method of a questionnaire from February 2016 till June 2016. Findings The evidence depicts that Bruneian youth prefers directive leadership while South Korean youth prefers supportive leadership. This finding is based on the selected styles that are desirable by the youth and their choice is also influenced by culture. This may imply that culture has a large impact which can determine the leadership styles best suited to the environment. Research limitations/implications Since the research has limited sample sizes and geographical location, this can lead to future research by considering more regions of different continents to determine whether different leadership preference still persists. This study can also be used as a basis to consider other factors in investigating leadership preference in Asian countries. Originality/value This paper identifies and encourages the need to study leadership style that is desirable among youth.

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Fitzsimons, Gráinne M., Esther Sackett, and Eli J. Finkel. "Transactive Goal Dynamics Theory: A relational goals perspective on work teams and leadership." Research in Organizational Behavior 36 (2016): 135–55. http://dx.doi.org/10.1016/j.riob.2016.11.006.

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Frank, Michael S. "The Essence of Leadership." Public Personnel Management 22, no. 3 (September 1993): 381–89. http://dx.doi.org/10.1177/009102609302200303.

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This article addresses major leadership theories as well as various definitions of leadership. It highlights the dichotomy between theory and practice and strives to provide a guide for the practitioner who is interested in enhancing personal leadership skills or developing those skills in others. The article concludes with the caution that since leaders shoulder much responsibility, one should determine personal needs before embarking on a leadership career goal that might produce unwanted stress.

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Chen, Rita. "Internal communications and goal achievement: The CEO’s perspective." McMaster Journal of Communication 12, no. 1 (January 19, 2020): 19–34. http://dx.doi.org/10.15173/mjc.v12i1.2374.

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By effectively utilizing internal communications, CEOs are able to influence organizational culture and communications, inspire employee loyalty and engagement, and build brand image at both company and personal levels. In fact, some scholars believe that the CEO is more responsible for fostering forthright, transparent internal communications than the organization’s actual communications function. CEOs who are successful in promoting internal communications can positively influence organizational stakeholder relationships and better achieve their strategic goals. Through interviews with five CEOs, this paper determined that two-way internal communications was regarded by senior leadership as being necessary for organizational cohesiveness, strategy development, strategic reputation management, boundary spanning, and preemptive problem prevention. The CEOs interviewed also considered it their responsibility to model and nurture internal communications and regarded the function as contributing to the achievement of their organization’s strategic goals. Keywords: internal communications, IABC Excellence Theory, CEO, senior leadership, goal achievement

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Asamani, James Avoka, Florence Naab, and Adelaide Maria Ansah Ofei. "Leadership styles in nursing management: implications for staff outcomes." Journal of Health Sciences 6, no. 1 (March 19, 2016): 23–36. http://dx.doi.org/10.17532/jhsci.2016.266.

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Introduction: Nursing is a people-centred profession and therefore the issue of leadership is crucial for success. Nurse managers’ leadership styles are believed to be important determinant of nurses’ job satisfaction and retention. In the wake of a global nursing shortage, maldistribution of health workforce, increasing healthcare costs and expanding workload, it has become imperative to examine the role of nurse managers’ leadership styles on their staff outcomes. Using the Path-Goal Leadership theory as an organised framework, this study investigated the leadership styles of nurse managers and how they influence the nursing staff job satisfaction and intentions to stay at their current workplaces.Methods: The study employed a cross-sectional survey design to collect data from a sample of 273 nursing staff in five hospitals in the Eastern Region of Ghana. Descriptive and regression analyses were performed using SPSS version 18.0Results: Nurse managers used different leadership styles depending on the situation, but were more inclined to the supportive leadership style, followed by the achievement-oriented leadership style and participative leadership style. The nursing staff exhibited moderate levels of job satisfaction. The nurse managers’ leadership styles together explained 29% of the variance in the staff job satisfaction. The intention to stay at the current workplace was low (2.64 out of 5) among the nursing staff. More than half (51.7%) of the nursing staff intended to leave their current workplaces, and 20% of them were actively seeking the opportunities to leave. The nurse managers’ leadership styles statistically explained 13.3% of the staff intention to stay at their current job position.Conclusions: These findings have enormous implications for nursing practice, management, education, and human resource for health policy that could lead to better staff retention and job satisfaction, and ultimately improve patient care.

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Et. al., K. Lavanya,. "Review Of Literature For Leadership Attributes In Various Industry." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 2 (April 11, 2021): 1383–86. http://dx.doi.org/10.17762/turcomat.v12i2.1348.

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Leadership can be defined in different ways that it is hard to come up with a single working definition. Leadership is not just a person or group of people in a high position. Leadership is a process in which leader is indulged in various activities to achieve any goal. Leadership refers to the behaviour / attitude of a leader to collect and direct the individuals towards any goal. Leadership is a communication process of leader and individuals. So the effectiveness of an organization depends upon the effective leader and effective leader is that person who has an effective leadership style. Leadership is a very important factor for any organization or group.

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Journal articles on the topic 'Path-goal theory of leadership'

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