Path-Goal Theory of Sales Leadership
PATH-GOAL THEORY OF SALES LEADERSHIP
Developed by Robert House, an Ohio State University graduate, in 1971.The theory states that effectiveness of a leader is influenced by the interaction and their behaviour of developing ways to guide, encourage and support their subordinates to choose the best path to reach their goals and the organisation’s goals as well.
A leader must:
• Clarify the path (for reaching the goal) so subordinates know which way to go.
• Remove roadblocks that are stopping them going there.
• Increasing the rewards along the route.
Helping subordinates in this way will increase their perceived level of satisfaction and motivation.
LEAST PREFERRED CO-WORKER THEORY AND SALES LEADERSHIP
In mid 1960’s, Fred Fielder introduced a leadership styles in which a leader can be seen as either task motivated or relationship motivated. A Task motivated leader is one that focuses on reaching a goal, whereas a relationship motivated leader focuses on developing close personal relations.
The Least Preferred Co-Worker (LPC) scale is used to measure the intensity of this leadership style by asking a leader a series of questions which will ask them to think of all the people with whom they have ever worked and then describe the person with whom they have worked least well. Leaders who score high on this scale are described as relationship oriented, and those who score low on the scale are identified as task oriented.
However, this method shows only the individual's emotional reactions to the people they cannot work with and It doesn't allow for leadership flexibility,
TRANSACTIONAL LEADERSHIP
In 1947, Max Weber introduced the concept of transactional style of leadership. It focuses on several exchanges that can occur between a leader and follower in an effort to gain follower support. In other words it’s a way in which, leaders motivates and directs subordinates by appealing to their own self-interest. The main goal of the subordinate is to obey the
Developed by Robert House, an Ohio State University graduate, in 1971.The theory states that effectiveness of a leader is influenced by the interaction and their behaviour of developing ways to guide, encourage and support their subordinates to choose the best path to reach their goals and the organisation’s goals as well.
A leader must:
• Clarify the path (for reaching the goal) so subordinates know which way to go.
• Remove roadblocks that are stopping them going there.
• Increasing the rewards along the route.
Helping subordinates in this way will increase their perceived level of satisfaction and motivation.
LEAST PREFERRED CO-WORKER THEORY AND SALES LEADERSHIP
In mid 1960’s, Fred Fielder introduced a leadership styles in which a leader can be seen as either task motivated or relationship motivated. A Task motivated leader is one that focuses on reaching a goal, whereas a relationship motivated leader focuses on developing close personal relations.
The Least Preferred Co-Worker (LPC) scale is used to measure the intensity of this leadership style by asking a leader a series of questions which will ask them to think of all the people with whom they have ever worked and then describe the person with whom they have worked least well. Leaders who score high on this scale are described as relationship oriented, and those who score low on the scale are identified as task oriented.
However, this method shows only the individual's emotional reactions to the people they cannot work with and It doesn't allow for leadership flexibility,
TRANSACTIONAL LEADERSHIP
In 1947, Max Weber introduced the concept of transactional style of leadership. It focuses on several exchanges that can occur between a leader and follower in an effort to gain follower support. In other words it’s a way in which, leaders motivates and directs subordinates by appealing to their own self-interest. The main goal of the subordinate is to obey the