Published by R.P. BenDedek with permission from Dr. Tony Keys', this article is an edited excerpt from Dr. Key's book: 'Growing Future Leaders'. Whilst the book is primarily aimed at Christians, the organizational and business principles contained in it make it a valuable tool for all business leaders. (Other Extracts in this Series.)
Path-Goal Supportive Leadership
Four Leadership Behaviours
One of the most effective ways to empower people to become exemplary followers and exemplary leaders is through path-goal leadership. Robert House developed a model of path-goal leadership based on people having either an 'External or an Internal Locus of Control' and on the assumption that leaders are more flexible than their followers. The word locus means 'centre' and so a locus of control concerns a person's belief about who is at the centre of control in their life. People who believe that others control their lives see themselves as 'pawns of fate' and are said to have an 'External Locus of Control.' Those who believe they control their own lives, see themselves as 'masters of their own ship.' They have an 'Internal Locus of Control.'
House seeks in his model to bring together in creative harmony the 'task' and the 'relationship' aspects of leadership. This is seen as we break down the very name of path-goal leadership.
'Path' refers to the 'task' to be accomplished. The leader seeks to clarify the journey that the follower has to take in order to achieve the goal, as well as removing or reducing roadblocks and pitfalls along the way.
'Goal' refers to the relationship side of leadership. The leader provides emotional support to strengthen the followers' belief that if they exert a certain level of effort they will achieve their goals.
Path-goal leadership maintains that the leader determines their behavior towards the follower based on the follower's maturity and experience. From this assessment, path-goal leadership provides the coaching, guidance, support and rewards necessary for the effective performance of followers.
In general, path-goal leadership will choose one or more of the following four leadership behaviors that are found to be appropriate to the follower's experience, maturity, perceived ability and locus of control. This will help them to become exemplary followers and leaders.
In this Excerpt we look at the First of Four Leadership Behaviours
A. Supportive Leadership (External Locus of Control)
Supportive leadership means that the leader is genuinely concerned for the follower's well-being and remains approachable. He/She shows concern for the status, well-being and needs of followers and fosters follower's professional development." (Howell & Costley 2001, Effective Leadership, Prentice Hall, p.56)
In his book, "The Beloved Captain," Donald Hankley describes his captain as a dignified yet humble man for whom no trouble of his troops was too small for him to attend. When Donald Hankley and the other young recruits began basic training, which included long marches, their feet became blistered and sore. If anyone had a sore foot, the captain would kneel down on the floor and look at it as carefully as if he had been a doctor. Donald Hankley and the other young recruits were so touched by their captain's care for them that there was in their eyes something almost religious about his care for their feet. Donald Hankley said, "He seemed to have the touch of Christ about him and we loved and honored him the more." (Barclay, William 1975, The Gospel of John, Saint Andrew Press, Edinburgh, p.140 116)
Supportive leadership is extending the touch of Christ to those we lead and by its very nature promotes the emotional health of individuals and teams. Supportive leadership strongly believes in personal contact with followers demonstrated by the physical presence, closeness and concern of the leader.
1. How to demonstrate Supportive Leadership
The first skill of a supportive leader is the skill of good communication; the ability to convey ideas, visions and dreams AND to actively listen to follower's needs and concerns and to demonstrate genuine acceptance and consideration of that follower.
The second skill is the interpersonal skill of providing genuine emotional and social support for followers who are experiencing stressful situations in the organization or their private lives.
The third skill is the skill of power and influence. In the study of leadership, we understand power as the ability of an individual at any given time to influence the behavior and attitude of one or more targeted groups. The greater the follower's commitment to the leader to accomplish the organization's vision and goals, plus the followers' own expectations of success, the greater the power given to the leader by the followers.
Raven and French identified five sources of leadership power. They are: legitimate, reward, coercive, expert and referent power. All followers, especially followers with an external locus of control, will look for the supportive leader to demonstrate the following three types of power:
The first is known as 'expert power.' The leader must have a high level of technical and professional competence in the area in which they are leading. The demonstration of expert power by the leader will increase in the eyes of the follower, the leader's second source of power, which is referent power.
Referent power is the personality trait that a follower wishes to emulate or copy in the role model. The leader who has referent power will be seen as a trustworthy source of advice for the follower.
The third source of power that followers with an external locus of control are looking for is 'reward power.' This includes the ability to provide such things as needed resources to get the task done, better working conditions, emotional support and financial remuneration.
2. Situations for Supportive Leadership
Henry Ford once complained that he kept trying to hire a pair of hands and they kept showing up with bodies and heads attached! People bring their heads and hearts to work.
The supportive behavior of the leader, both emotionally and with the use of planned training programs, will significantly improve the followers' commitment to the organization. (Donald Hankley's "Beloved Captain", by supplying his men with medical attention to their feet, showed kindness and understanding as well as recognition that they had undertaken the tedious task of routine marches).
Supportive leadership is needed and appreciated by all followers when facing new and unfamiliar tasks or passing through new learning experiences. The leader, through both verbal and non-verbal communication and interpersonal skills and will increase the follower's confidence to master the task.
Supportive leadership strengthens the cohesion and solidarity of a group by producing a 'felt-closeness' of shared values and concerns. The stronger the felt-closeness experienced through shared values, the more strongly the leader can empower the group to achieve its collective mission of transformational change. Leadership rises and falls on felt-closeness through the shared values of a group.
3. Results of Supportive Leadership
Supportive leadership has a tremendous impact upon followers with an external locus of control. Through general concern of the leader, the follower's self-confidence is increased and anxiety is lowered over personal issues or the task to be performed. The result is an increased job satisfaction which in turn reduces staff turnover, absenteeism, tardiness and grievances.
The workplace becomes more attractive for all concerned and the follower's performance increases as they become more committed to the organization by taking ownership of the vision, tending to imitate the leader's passion.
May God Grant the Wisdom to be a Supportive Leader
Dr. Tony Keys
Brisbane, Australia.
Email: trinitylead@uq.net.au
Copyright 2011
The Trinity Institute of Leadership Inc.
Growing Future Leaders - The Enormous Potential of Followers - Published 2006 by CRS Publishing, Unit 9, 147 Marshalltown Rd, Grovedale, Victoria 3216, Australia.
Unless otherwise noted, Scripture quotations are from the NKJV Holy Bible
Dr. Tony Keys' Articles - Writers Journal K.C.
Christian Books on Leadership Various Authors
Barclay, William 1975, The Gospel of John, Saint Andrew Press, Edinburgh
House, Robert (1996) Path-Goal Theory of Leadership: Lessons, Legacy, and A Refomulated Theory. Leadership Quarterly 1996.
Howell & Costley 2001, Effective Leadership, Prentice Hall, p.56
Pastor Tony Key's professional career includes extensive experience in leadership positions in non-profit organisations, ministry, education, industry and churches.
He has been actively involved in a vast range of leadership roles, which includes experience as the Director of two Christian tertiary education centres, Church Pastor, Assistant Principal of a non-profit Christian School, Factory Manager, Youth Worker, Crusade Co-ordinator, and an administrator for a theatre company.
He has travelled extensively throughout Australia and the world, preaching and ministering in churches as well as conducting leadership seminars for churches, bible colleges, missionary and not-for-profit organisations and meeting in a consulting role with church leaders.
