Use of the path-goal theory

determination of the data track-goal theoryUse of the path-goal theoryThe Reasoning for the Use of the Path-Goal Theory in the Jeanne Lewis Case Jeanne Lewis, by any(prenominal) measure of the imagination is any prospective employers dream group up member. She was committed, articulate, productive, smart, sensitive, motivated, and responsive to challenges. jibe to Peter Drucker (1998), potent leadership is non about making speeches or being liked leadership is defined by results, not attri stilles (Hersey, Blanc toughened Johnson, 2008, p. 109). Lewiss team tripled air product profitability (DPP) and revived sales of under-performing investment firms. All these and some(prenominal) more(prenominal) were demonstrated time and time again throughout Lewiss career at Staples. The lead Behaviors that Lewis Used with Her Employees Lewis engage in divergent fictitious characters of leadership behaviors depending on the part at hand. Her approach to situations and the typ e of behavior she employ further supports Marian Andersons statement that Leadership should be born out of the reason of the needs of those who would be affected by it (Hersey, Blanchard Johnson, 2008, p. 108). Shortly after Lewis assumed the position of the marketing manager at Staples, she assessed the situation regarding low performance of the stores, and she quickly came to the conclusion that strong leadership was lacking. As a result, she substituted 25 store associates over a 12-month period, which turned around the stores performance for better. Achievement-oriented leadership behavior was what Lewis utilized to achieve this result. Secondly, the triple of the direct product profitability (DPP) by Lewiss team was another area where Lewis demonstrated a antithetical type of leadership behavior-participative. Lewiss direct reports and peers appreciated her thoroughness when it came to getting her to support their position. The fact that her team members understood this muc h about her indicated she carried her team along while making terminations. Another way Lewis demonstrated a different type of leadership behavior was duringthe time she tried to foster relationships between the marketing organization and the in-house announce agency. Her bimonthly run into was met with unshak sufficient resistance. Realizing this was not a well-behaved strategy, Lewis changed the meeting to a one-on-one type that yielded results. Here, Lewis demonstrated a supportive type of leadership behavior, since this is what appeared to be desirable to the team members at this point. Also, Lewis utilise a directive leadership movement when she warned her staff she would want to ride shotgun with them. She made it slang to the team what her expectations were. This leadership behavior typically results in improved ecstasy and performance. The director of marketing government was satisfied with Lewiss strategy to such an tip that she set up one-on-one meetings betwee n her team members and Lewis.Lewiss Leadership Behavior as it Relates to the Characteristics of Path-Goal Theory Path-Goal theory was premised not only on explaining which leadership style was effective, but why the leadership style was effective. House and Mitchell (2008) described path-goal theory as how a leader influences a pursual perceived work goals, personal goals, and path to goal achievement. House and Dessler (1974), described path-goal theory as the effective leadership behavior needed in any instance which depends on the characteristics of the situation and the followers characteristics. Theresult Lewiss team was able to achieve as a result of her strategy change could have influenced her team members work goal, thus prompting them to perform well. Secondly, the tripling of the direct product profitability (DPP) by Lewiss team was another area that showcased path-goal theory. Lewiss team members and peers appreciated her thoroughness when it came to getting her to supp ort their position. The fact that her team members had this level of understanding about her clarified the path to their goal, which then(prenominal) showed on the DPP result. Another way Lewis demonstrated characteristics of the pat-goal theory occurred duringher initial days as the vice president of retail marketing, where she set up several one-on-one meetings with her direct reports so that she could understand what part of the marketing puzzle to each one of them constituted. The marketing administration director adage something in this strategy, which led her to make a move to setup one-on-one meeting between Lewis and each of her own team members. This could have been as a result of the fact that Lewiss behavior was motivating to the extent that this director saw it could influence the attainment of her goal. Furthermore, the productivity that ensued after Lewis changed her strategy to be having a one-on-one status meeting with her team members after her initial bimonthly m eeting approach flopped exemplified path-goal theory in that her team members could have gotten their work done due to the fact that they saw a clear path to them achieving their goal.The Behavior of Employees in Relation to Lewiss Leadership Style several(prenominal) of Lewiss direct reports commented on her behaviors. One of them verbalize Jeannes charm could be disarming. She worked veritablely hard, and her genius motivated you. She tended to manage tightly at first, then loosened the reins. She challenged us a lot, and invited us to challenge each other(Suesse Hill, 2005, p. 86). The directive leadership behavior Lewis utilize when she warned her staff she would want to ride shotgun with them was well accepted-as shown by the reaction of the marketing administration director. She was so satisfied with Lewiss strategy that she setup one-on-one meeting between her team members and Lewis. Employeeswarmlywelcomed Lewiss supportive leadership style as depicted with her change in strategy after the time she tried to foster a relationship between the marketing organization and the in-house advertising agency. Even though her bimonthly meeting was met with stiff resistance, her one-on-one meetings yielded good results. Thirdly, the participative leadership style used by Lewis during the tripling of the direct product profitability (DPP) was received well by employees. Initially they had mixed feelings about Lewiss leadership behavior, which one of them first matte was micro-managing before realizing that Lewis was just someone who liked to promote dialogue and debate to ensure that the best decision was arrived at. The fact that Lewis and her team in marketing while she was a manager there were able to invigorate sales performance within a 12-month period was an indication that she carried them along well and they were pleased with the things that they were able to archive together. This is consistent with achievement-oriented leadership behavior. Aspects of the Relationship of Employee Behavior as it Relates to the Characteristics of the Path-Goal Theory Path-Goal theory explains leaders potency and the impact that leaders have on the followers motivation. The framework of instrumentality theory and path-goal theory kick up that the effectiveness of any leader at any given point depends on the characteristics of the situation and the characteristics of the follower. Several instances of this were observed throughout Lewiss carrier at Staples. It was repeated time and time again that Lewis had a personality that many may have misconstrued because of its confrontational nature. During her early days at Staples, Lewis herself acknowledged that she might not be able to work across the organization. At this point, she had barely been appointed a leader. One could then infer that all the zeal and the willingness to get things done was as a result of the belief that her hard work would someday get her into a management position, which sh e highly valued. The rejection that Lewis received when she started a bimonthly meeting was not a result of the ineffectiveness of the new structure she was trying to put in run it was due to the fact that this did not influence her team members expectations, and their work and personal goal perhaps did not hinge on this. The same structure when changed to a one-on-one status meeting yielded the desired results. According to the observation made by one of the managers about the one-on-one status meetings, She asks the kind of questions that provoked real interaction, so it really is a joint discussion (Suesse Hill, 2005, p. 86). The South Africa studies around participation, individual differences, and job satisfaction among black and white employees results are better explained by the path-goal theory. Contrary to the expected conclusion that participative leadership is positively related to the individual differences, the theory concluded that participative leadership actually d epends on the attributes of the task regardless of the predispositions of the subordinates. In the same vein, a study of the subordinates achievement (NACH) and affiliation (NAFF) needs as moderators of leader path-goal relationship conducted in Pennsylvania State University, drawn several interesting conclusions. One of the findings is that high NACH individuals prefer leaders with good strategies, policies, and rules who clarify paths to achievement (Orpen Ndlovu, 1977).