Sample Paper on Path-Goal Theory and Leader-Member Exchange Theory

In any organizational setting, the core task is for employees to be productive so as to achieve the organizational goal. The assumption always is that fulfilling employees’ paycheck is enough to keep employees on track. However, the path-goal theory states that it’s the role of a leader to understand those under his or her level and be able to motivate them towards high performance. An effective leader gets to understand each employee and what motivates them because people have different ideas thus to gain trust of each requires complete understanding (Northouse 115). Thus, a leader’s style should be prioritized to influence the commitment and dedication of employees.

From the LMX 7 questionnaire, there are similarities and dissimilarities according to how it has been filled with one of my colleagues. The result is mostly similar with most answers alike in both questionnaires thus limiting the range of differences. The questions that are in agreement in both questionnaires are question 2,3,4,5 and 7 respectively while those with discrepancy are questions 1 and 6.

Personally I consider myself as part of the “in-group” type of a leader in my organization. I believe that in order to create a friendly environment within the workplace there is need to relate with my employees (Padam 136). I consider friendly affiliation with my fellow colleagues increases the satisfaction within the organization. However, this approach is under strict observation so that when it comes to work matters the neither mode addressing it is different, though not too harsh nor friendly. The evidence to support my claim is that my subordinates appreciate the help and motivation I provide, specifically to overcome obstacles as demonstrated by the questionnaire. Of the two positions, I believe that the path-goal theory has a greater impact in reaching out to employees so as to facilitate high productivity. This is because it creates a free environment to address each employee on a personal basis thus achieving maximum output at the end.



Work Cited

Northouse, Peter G. BUNDLE: Northouse: Leadership 7e + Northouse: Leadership 7e Interactive Ebook. California: SAGE Publications, 2015. 113-147.

Padam, Sudarsanam. “Leadership: Theory and practice.” South Asian Journal of Management 16.3 (2009): 136.