Leadership Case

Contingency Model

This theory contrasts situational leadership theory for it says determination of effectiveness of a leader is by selection of the right leader for a situation or changing the condition to meet the leader's style of leadership (Barrow, 1977). This theory considers both the situation the leaders find themselves in and leader's style of leadership. This theory mainly concentrates personal features of the leader verses concentrating on the situation or the follower.

This theory emphasizes that establishment of basic personality characteristics happens early in life, and previous experiences of a leader determine the leadership style which that leader adopts. Unlike other theories, this theory addresses the concerns of the subordinate team to make sure that the leader picked for a certain task or job is compatible to the job requirement. This theory contradicts all the models that focus on altering the task ignoring the leader to achieve the best and most profitable outcomes of the task done. However, this model does not explain different leadership characteristics types found to have a relationship with leadership effectiveness (such as self monitoring); follower's and leader's preferences, values and attitudes; the norms, cohesiveness, or size of the team; or organizational design, task, environmental and cultural factors than can affect the process of leadership. While this model possesses many errors, it is a significant starting point that may lead into additional comprehensive investigation of the leadership subject, as it contains stipulated additional research.

Path-Goal Theory

In this theory, leaders inspire subordinates to work towards achieving the goals set. Leaders keep on motivating the subordinates to achieve the goals, offering them rewards for the worth objectives achieved. Robert House developed this theory and later revised in 1996. The leader's behavior towards the subordinates is the main issue of this theory. It focuses on how leaders should motivate the subordinates through providing assistances, inspiring them to attempt tasks, and providing them with a suitable working environment. The theory emphasizes that a leader's behavior is conditional to the motivation, satisfaction and performance of his or her subordinates. This theory can either be transactional or contingency leadership theory.

After a clear review on the theories, I decided to deal with the path-goal theory.

Origin of the Path-goal Theory

The work of Martin Evans in 1970 inspired this theory. His work insisted that a leader's behavior and the subordinate perceptions of the extent to which taking a particular behavior (path) leads to a particular result (goal). Expectancy theory of motivation built by Victor Vroom in 1964 also influences the development of this theory.

Original Theory

The expectancy hypothesis remains basic in path-goal model. Expectancy theory suggests that measurement of an individual's way of thinking happens at a point where performance shows the method to appreciated results. The rationale of the leader is to develop and provide clarification on paths that lead to employee's personal aims. This ensures that the employee gets the job