The belief that the leaders influence their followers' perceptions of their work goals and path in attaining them is known as the path-goal theory.
Robert House, an Ohio State University graduate, established the path-goal theory in 1971 and refined it in 1996. It is also known as the path-goal theory of leader effectiveness or the path-goal model. According to the hypothesis, a leader's actions are influenced by how well his or her subordinates are performing, feeling satisfied, and motivated. The new version also makes the case that the leader acts in ways that both strengthen subordinates' skills and make up for their weaknesses. The task-oriented components of the path-goal paradigm, in Robert House and John Antonakis' opinion, might be categorized as an instance of instrumental leadership. The first hypothesis holds that a manager's role should primarily involve assisting employees in selecting the optimal routes to both their personal and organizational goals.
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