The Path-Goal Theory of Leadership: A Replication and an Analysis of Causality.

Abstract

Two studies were conducted to investigate the path-goal theory of leadership. The first study constituted a replication of elements of the current version of the theory (House & Dessler, 1973) and an analysis of the hypotheses concerning subordinate performance presented in the initial version (House, 1971). The findings supported the theory, with the exception of the relationships between leader behavior and subordinate performance. The second study was longitudinal and was designed to test several of the assumptions about causality which underlie both versions of the theory but which, thus far, have not been investigated. These results were generally consistent with the theory, with, again, the notable exception of the relationships involving subordinate performance. Strong indications were obtained that leader behavior caused variance in subordinate satisfaction (both intrinsic and extrinsic satisfaction) and role clarity under the particular levels of task structure specified by the theory. In direct contradiction to the theory, evidence was provided that subordinate performance caused changes in leader emphasis on both initiating structure and consideration, regardless of the degree of task structure. Only in the case of the relationship with initiating structure in the low task structure condition was there any indication that causation was reciprocal.