Theories Of Directive Leadership

that leaders of experienced team will often use since the team members may not need much in the way of direction at this point in their careers. At the top of the scale, in this maturity level, the team members are completely capable of handling a task – and they are aware that they can perform the job without the help of the leader. The team members have complete confidence and they even expect to work independently at this stage.

2.4.6.3. PATH GOAL THEORY

“The Path-Goal model is a theory based on specifying a leader's style or behaviour that best fits the employee and work environment in order to achieve a goal” (House, Michell, 1974). The goal is to raise employees' motivation, empowerment and satisfaction so they become more productive

Firstly, in achievement-oriented leadership challenging goals are set, high performance is awaited and management has a very high level of confidence in the employee's capacity to achieve the goals. This style of leaders is usually well suited for quarterbacks to use on other team members. Directive leadership includes giving specific advice or directives, clarifying expectations and assigning tasks to individuals or a group. Participative leadership involves sharing information between the manager and the group input for goal achievement. It is most functional when subordinates are highly trained and involved in their work. And the last one is Achievement leadership which is most effective in professional work environment, such as technical, scientific or achievement environment such as sales. In achievement leadership, the leaders basically sets challenging goals for their followers and expect them to perform at their highest level and shows their confidence in their ability to meet this

He interprets transformational leadership as a process where “leaders and their followers raise one another to higher levels of morality and motivation”. Bernard M.Bass later developed the concept of transformational leadership in much more details. According his 1985 book, “Leadership and Performance beyond Expectation”, this kind of leader is a model of integrity and fairness, set clear goals and vision, has high expectations, motivates others, provides assistance and recognition, stirs the emotion of followers, get followers to look beyond their self-interest and influence followers to reach for the improbable. Transformational leadership is often argued to be one of the most essential ideas in business leadership. Bernard M.Bass' ideas have distilled into a process that can use to become a transformational leader. The process does not map directly onto Bass' list. However, it does transcribe the traits that he set out into clear and actionable