Goal Setter

A path-goal manager aims to challenge his subordinates with high-level goals in order to garner
the highest level of performance from them. He encourages his workers by an insistence in the
belief that they can handle all he expects of them and that the outcome will be positive and
beneficial for all. An example of this type of leader is one who sets sales goals higher every three
months and leads his employees in ways to achieve this target.
Clarification Provider

A leader following the path-goal style will provide clarification at the outset of projects and at
any time necessary in order to keep her followers on the road to particular goals. An example of
this type of manager is one who provides a clear outline of what the business needs to achieve
and illustrates exactly to subordinates what they must do to help reach this objective. These goals
and the manner in which the employees work to secure them should be intrinsically satisfying to
each worker.

Situational leadership theory

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The situational leadership theory,is a leadership theory developed by Paul Hersey, professor
and author of the book Situational Leader, and Ken Blanchard, leadership guru and author of
The One Minute Manager, while working on the first edition of Management of Organizational
Behavior (now in its 9th edition).[1] The theory was first introduced as "Life Cycle Theory of
Leadership".[2] During the mid-1970s, "Life Cycle Theory of Leadership" was renamed
"Situational Leadership theory".[3]
In the late 1970s/early 1980s, the authors both developed their own models using the situational
leadership theory; Hersey - Situational Leadership Model and Blanchard et al. Situational
Leadership II Model.[4]
The fundamental underpinning of the situational leadership theory is that there is no single "best"
style of leadership. Effective leadership is task-relevant, and the most successful leaders are
those that adapt their leadership style to the maturity ("the capacity to set high but attainable
goals, willingness and ability to take responsibility for the task, and relevant education and/or
experience of an individual or a group for the task") of the individual or group they are

attempting to lead or influence. Effective leadership varies, not only with the person or group
that is being influenced, but it also depends on the task, job or function that needs to be
accomplished.

Situational Leadership

Situational leadership theory is based on the ways people respond to working and
being
led in groups. Central to understanding situational leadership are the key concepts
of
task behavior, the amount of guidance and direction you provide; relationship
behavior,
the amount of social and emotional support you provide; follower readiness,
exhibited in
followers performing a specific task or function or accomplishing a specific
objective;
and follower development, followers maturity and ability to manage themselves in
an
organizational environment. These variables dont operate independently of each
other or
in isolation; they are interactive (see Figure 4.1).
According to modern theories of situational leadership developed by P. Hersey, K. H.
Blanchard, and D. E. Johnson in their seminal work, Management of Organizational
Behavior:
Leading Human Resources, there is no one best way to influence people. In Army
terms,
their theory holds that the leadership style you select and use will depend on the
environment
and the readiness or ability of your unit or your individual Soldiers.
A key point is that the follower determines the leadership style; that is, your
Soldiers
behavior should determine the leadership behavior most appropriate for you to
employ.
Specifically, if a Soldier were an engaged self-starter able to accomplish a task, you
would
choose to get out of the way and allow the Soldier to work independently. On the
other
hand, if a Soldier seems timid and uncertain about how to proceed or accomplish
the task,
you would step in and use task behaviorinstructions, training, and guidance.