House’s theory of leadership, entitled the Path-Goal theory, is built around the idea that a leader should behave in one of four different ways. These four leadership behaviours as described by House ar

e Directive behaviour, Supportive behaviour, Participative behaviour, and Achievement-oriented behaviour. The use of the aforementioned behaviours is contingent on both the personality of the subordinates, and the given situation. When tasks are clearly defined, supportive leadership would be the most prudent course, whereas when tasks are taxing and woolly, then directive behaviour would prove most effective. This indicates that the leader must continually adapt his style to the changing situation in which he finds himself.

The four leader behaviours described above represent a pallet from which the leader can call forth the appropriate shade of leadership to channel the followers’ efforts towards the achievement of the group’s goals, by forming a connection between the follower’s personal goals, and the goals of the organization. When these two goals are coincident, then the follower will be more motivated to work in order to achieve his goals, and in turn, help the organization to achieve their goals.

Every employee has different personal goals. These goals could range from being promoted and having more responsibility, to staying in a current position, and having the job security that has been enjoyed thus far. To achieve any of these

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