Cognitive Theories of Motivation raise a different perspective of understanding the primary needs of an individual in order to keep the individual motivated and satisfied that will probably lead to greater efficiency and productivity. Certainly, the entire scenario of a job depends on how much an employee is motivated and satisfied with the aim to benefit the company in return. It is the fact that a job is need of both parties, i.e. The employee and the organization. At one point, the organization requires a professional to help achieve the target and put efforts for the growth of the organization. While on the other hand, the employee also seeks any source to satisfy the basic needs of the life with the aim to keep surviving with professional standards. Cognitive Theories of Motivation Cognitive Theories of Motivation consist of two ultimate theories that are the Expectancy Theory and the Goal Setting Theory.
The Expectancy Theory explains about how and why an individual makes a certain decision of picking the best behavioral option from many. On the other side, the Goal-Setting Theory offers the importance of creating goals and how goals, make a person to be motivated and satisfied enough.
Victor Vroom (1964) was the first to develop an expectancy theory with direct application to work settings, which was later expanded and refined by Porter and Lawler (1968) and others (Pinder, 1987).
Further clarification for both is given below. The Expectancy Theory The Expectancy theory was proposed by in 1964. It elaborates such a behavioral process in which an individual chooses one specific and necessary option over the others and what is the role of the decision in the process of achieving the career goals.
The theory consists of three variables that were introduced by Vroom in order to clearly explain the given behavioral process. The variables are as follows:.
“E” for Expectancy. “V” for Valence. “I” for Instrumentality. Expectancy The Expectancy variable explains such a belief where the efforts of an employee are the result of a need to accomplish desired performance goals. There are three factors that comprise much impact on the expectancy perception of an individual. Self Efficacy: – The belief of an individual about own efficiency and ability to perform a particular behavior effectively.
Goal Difficulty: – This factor occurs in case the desired performance goals are greater or higher than expected, which might cause the lack of high expectancy perception and may lead to low perception. Control: – It is a degree which contains the perceived control of a person over performance. Valence In simple words, Valence pertains to such price/value that an individual sets on the basis of rewards or reinforcements. Usually, the process of setting value depends on intrinsic/extrinsic sources of motivation, goals, needs and values of the individual. There are three terms that represent different forms of an individual’s values. The term -1 shows that the individual is not happy with the result and tries to avoid it, term 0 tells that the individual is feeling indifferent or strange regarding the results, and term +1 explains that the individual warmly welcome the result. Instrumentality The instrumentality refers to the belief that an individual will receive a reward certainly based on the satisfaction of required performance.
The rewards can be of many forms such as extrinsic, intrinsic, non-monetary, non-monetary and more. Instrumentality level will be low when a person receives the reward for a set of activities that must be performed as a job duty. While on the other hand, there are three factors involved in the instrumentality, which are, control, policies and trust. Motivational Force: – It is the product of three variables of expectancy theory, i.e. Expectancy, valence and instrumentality. In short, the product of three variables expectancy is called the motivational force.
The appropriate formula to calculate the motivational force is: Motivational Force = Expectancy. Instrumentality. Valence OR MF = E.
I. V According to the formula, if the variables are strong or high in a person, then his/her motivational level can also be termed as greater. Goal-Setting Theory.
The second or other cognitive theory of motivation is the Goal-Setting Theory. In the 1960s, the theory was introduced by Edwin Locke. The primary factor explained by the theory is that the goal-setting comprises direct and enough impact on the task performance. A set of specific and hard to achieve goals will surely lead to a greater accomplishment of tasks and possibly, will motivate an individual additionally.
Aside from it, easy to achieve goals may result in poor or very low task performance. Therefore, the set goals must be SMART. The full form of SMART is: “S” for Specific “M” for Measurable “A” for Attainable “R” for Realistic “T” for Time-Bound.
Path-Goal Theory of Leadership Path-Goal Leadership Theory The Path-Goal model is a theory based on specifying a leader's style1 or behavior that best fits the employee and work environment in order to achieve goals (House, Mitchell, 1974). The goal is to increase an employee's motivation, empowerment, and satisfaction so that they become productive members of the organization. Path-Goal is based on Vroom's (1964) expectancy theory2 in which an individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. The path-goal theory was first introduced by Martin Evans (1970) and then further developed by House (1971). The path-goal theory can best be thought of as a process in which leaders select specific behaviors that are best suited to the employees' needs and the working environment so that they may best guide the employees through their path in the obtainment of their daily work activities (goals) (Northouse, 2013). While Path-Goal Theory is not an exact process, it generally follows these basic steps as shown in the graphic below: 1.
Determine the employee and environmental characteristics 2. Select a leadership style 3. Focus on motivational factors that will help the employee succeed chrome-extension://iooicodkiihhpojmmeghjclgihfjdjhj/inisolation/reformat.html 1/5 Path-Goal Theory of Leadership Employee Characteristics Employees interpret their leader's behavior based on their needs, such as the degree of structure they need, affiliation, perceived level of ability, and desire for control. For example, if a leader provides more structure than what they need, they become less motivated.
Thus a leader needs to understand their employees so they know how to best motivate them. Task and Environmental Characteristics Overcoming obstacles is a special focus of path-goal theory.
If they become too strong, then the leader needs to step in. Some of the more difficult task characteristics that often arise are: Design of the task - The design of the task might call for the leader's support. For example, if the task is ambiguous, then the leader might have to give it more structure or an extremely difficult task might call for leader support. Formal authority system - Depending upon the task authority, the leader can provide clear goals and/or give the employee some or all control. Chrome-extension://iooicodkiihhpojmmeghjclgihfjdjhj/inisolation/reformat.html 2/5 Path-Goal Theory of Leadership Work group - If the team is non-supportive, then the leader needs to be cohesiveness and esprit-de-corps that provides comradeship, enthusiasm, and devotion to all team members.
Leader Behavior or Style The independent variables of Path-Goal Theory are the leaders' behavior — employee motivation to excel at their goal or task is increased when the leader adjusts her style of behavior to employee and task characteristics. House and Mitchell (1974) defined four types of leader behaviors or styles.
They are based on two factors that were identified by an Ohio State University study behaviors (Stogdill, 1974): Consideration - relationship behaviors, such as respect and trust. Initiating Structure - task behaviors, such as organizing, scheduling, and seeing that work is completed. The first behavior listed below, Directive, is based on initiating structure.
The other three (achievement, participative, and supportive) are based upon consideration. The four path-goal types of leader behaviors are: Directive: The leader informs her followers on what is expected of them, such as telling them what to do, how to perform a task, and scheduling and coordinating work. It is most effective when people are unsure about the task or when there is a lot of uncertainty within the environment. Supportive: The leader make work pleasant for the workers by showing.
References: Evans, M. The effects of supervisory behavior on the path-goal relationship. A Path-Goal Theory of Leader Effectiveness. Administrative Science Quarterly House, R. J., Mitchell, T.
Path-goal theory of leadership. Journal of Contemporary Business House, R. Path-goal theory of leadership: Lessons, legacy, and a reformulated theory Northouse, P. Leadership Theory and Practice. Thousand Oaks: Sage Publications, Inc. Nature Via Nurture6.
New York: Harper Collins. Handbook of Leadership: A Survey of Theory and and Research7. Vroom, V., H. Work and motivation.
New York: Wiley. Path- Goal Theory of Leadership Torey Shannon and There are many theories that are considered relevant when it comes to interpersonal relationships and the roles of leaders in behavioral science. According to Robert House, the relevance of these theories to the overall success of the organization is skewed. Robert House is an American Psychologist who graduated from Ohio State University with a Ph.D. In Management.
He formulated The Path- Goal Theory of Leader Effectiveness (House, 1971). This theory was formulated on the precepts of two previous theories, the Expectancy Theory of Motivation by Victor Vroom and the work of Martin G. Victor Vroom originated the first work place oriented theory on motivation in 1964. It stated that: employees tend to rationally evaluate the types of on the job/work behaviors and then select the best behaviors they believe will result in the most valued work related rewards and outcomes (Vroom, 1959).
This theory, I believe, states the notion that employees will use their behaviors, values, and work ethic to put in more effort to complete a task with a reward or some desired outcome. These rewards can be a promotion, rise in pay or compensation, or personal satisfaction. In short, the results have to be attractive to the.The term path- goal is derived from the belief that effective leaders clarify the path to help their followers get from where they are to the achievement of their work goals and make the journey along the path easier by reducing roadblocks and pitfalls (Robbins 2001, p.
The path- goal theory developed by Robert House is based on the expectancy theory of motivation. The leader's job is viewed as coaching or guiding workers to choose the best paths for reaching their goals. 'Best' is judged by the accompanying achievement of organizational goals. It is based on the precepts of goal setting theory and argues that leaders will have to engage in different types of leadership behavior depending on the nature and demands of the particular situation. It's the leader's job to assist followers in attaining goals and to provide direction and support needed to ensure that their goals are compatible with the organizations.
A leader's behavior is acceptable to subordinates when viewed as a source of satisfaction and motivational when need satisfaction is contingent on performance, and the leader facilitates, coaches and rewards effective performance. Path goal theory identifies achievement-oriented.
PATH GOAL THEORY OF LEADERSHIP The path- goal theory, also known as the path- goal theory of leader effectiveness or the path- goal model, is a leadership theory in the field of organizational studies developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996. The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of his subordinates. The Path- Goal Theory of Leadership was developed to describe the way that leaders encourage and support their followers in achieving the goals they have been set by making the path that they should take clear and easy. In particular, leaders:.
Clarify the path so subordinates know which way to go. Remove roadblocks that are stopping them going there. Increasing the rewards along the route.
According to the Path- Goal theory of leadership, leaders are effective because of their affect on employees’ motivation and ability to perform. The theory is known as the Path- Goal theory because it describes how the leader influences the.Purpose: Leadership is the key to the success of organizations, businesses or individuals.
While the leaders are important, so are the subordinates. This article digs deep into the leader-subordinate relationships, what are the expectations from the leader, what are the various kind of leadership styles and how each styles impacts the subordinates. There have been immense amount of researches done on the topic of leadership and impact on subordinates. One theory ‘Expectancy theory’ states that and individual’s attitude (eg. Satisfaction with supervision or job satisfaction) or behavior (e.g. Leader behavior or job effort) can be predicted from 1) the degree to which the job or behavior is seen as leading to various outcomes (expectancy and 2) the evaluation of these outcomes.
Our interest on any project basically depends on the expected outcome. I want to relate this theory to a different kind of topic.
I have observed, peoples’ passion for a certain “demand” goes down after they don’t see an outcome from the authorities. A good example could be the “Immigration Protests”.
The proponents of “ path to citizenship” and illegal aliens did protests etc. Several times between 2008-2011.
These protests were more common and passionate in President Obama’s previous tenure. But since nothing has come out even after several years of unrelenting protests, debates and voting on numerous.accomplish great things. Nelson Mandela was the founder and lead of the African National Congress and spent 27 years in prison on charges for sabotage against the white military and government to end apartheid.
The movie starts with his release from prison on February 11, 1990 greeted by the black population eager to fight while the white population was expecting the worse from it. The environment factors changed dramatically for Nelson and he found himself ready to forgive those that imprisoned him and call them comrades.
His amazing strength of character can be recognized in the movie and the Path- Goal Theory’s leadership behaviors can be found along with them. Path Goal Theory Path- Goal Theory argued that subordinates’ motivation, satisfaction and work performance are dependent on the leadership style chosen by their superior. Moreover, a person may perform these by adopting a certain leadership style, based on the situation. I’ve picked Nelson Mandela as the leader.
Mandela has a very difficult task of uniting a country that has been for so long divided and full of hatreds. After his release the black people started riots and Mandela addressed them as a directive leader to the black crowd in Durban, on February 25, 1990 asking to lay down the arms and end the war, saying “My message to those involved in this.Reading 092215 A great deal of research has has been designed to study directive and supportive leadership, but few studies address participative and achievement oriented leadership. The claims of the path- goal theory remain tentative because the research findings to date do not provide s full and consistent picture of the basic assumptions and corollaries of path- goal theory (Evans, 1996; Jermier, 1996, Schriesheim & Neider, 1996). A total of 482 results were retrieved from 120 studies that were found in 103 articles and monograms, dissertations, and unpublished manustripts giving the researchers a total sample sixe of 83,105.
An appropriate instrument has yet to be identified that could measure suppportive and achievement-oriented.Previous instruments used varied.the correleations varied too mush. Thus, moderator analyses were conducted only for studies that used instruments that did not obtain different mean correlations for a given relationship. Clearly, it is unfornuate that a single, appropriate instrument was not identified early and used uniformly for testing path- goal theories. Suggests that future studies should include measurement of the leadership behaviors from different sources than those used for measurement of the dependent variable. The common method variance problem operated for most. Path- Goal Leadeship Theory and Expectancy Theory of Motivation- Applications to the Movie- “Miracle” Part 1 I have chosen the movie “ Miracle” as an illustration of an individual, Herb Brooks, fulfilling the parameters of Robert House’s Path- Goal Theory. There are events that one witnesses throughout one’s life that for various reasons leave an indelible imprint on one’s heart and soul. The unexpected victory of the US hockey over the heavily favored Russian team in the 1980 Olympic Games was one of those events.
I was at a cocktail party and someone turned on the TV and soon the entire group was gathered around the set, small talk forgotten, as what has been described as the greatest sporting event of the 20th century unfolded. The country was still recovering from the negative effects of the Vietnam War, a weak Jimmy Carter presidency, and enduring a low point in national pride and optimism as Japan and Germany seemed to be gaining control of the world economy as our military dominance seemed to be slipping away. As the final buzzer rang and the “ Do you believe in Miracles? “ issued from the TV, you could feel the surge in national pride and optimism that swept through our little group and of course throughout the whole country. Herb Brooks supplies an extraordinary example of a positive example of Houses’ path - goal.