Path-Goal Theory (Evans, Mitchell and Dessler – 1970s)
The goal of this theory is to enhance employee performance and satisfaction by focusing on employee motivation. It is derived from expectancy theory, which suggests that subordinates will be motivated if they think they are capable of performing their work, believe their efforts will result in a certain outcome, and believe that the payoffs for doing their work are worthwhile and rewarding. Leaders help subordinates along the path to their goals by selecting specific behaviors that are best suited to needs and the situation in which they are working. Consequentially, within the organization there are expectations for success and satisfaction. Leaders need to be able to flex their leadership style to fit the needs of their employees and the work they are doing.
Transformational Leadership (Burns – 1978)
Transformational Leadership is a process that changes and transforms people. It is concerned with emotions, values, ethics, and standards as well as long-terms goals. It involves an exceptional form of influence that moves employees to accomplish more than what is usually expected of them. It is a process that often incorporates charismatic and visionary leadership. Such leaders are capable of motivating others because of their strong role-modeling.
Systems Theory (Bertalanffy 1920s to Senge 1995)
The idea of systems describes the interrelatedness of people, ideas, structure of organizations and industries, to name a few. Each action affects other actions. Change in one area causes change in another. Like the “butterfly effect”, seemingly unrelated occurrences can cause a ripple effect, either positive or negative. Building on this very complex theory, our model includes practices that rely on each other to become a complete system of leadership, with allowances for feedback loops. Our 360 Assessment relies on the client’s organizational “system” for feedback to get a true picture of behavior.
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