Three supervisors with different leadership behaviors work three different shifts for Brako, a small manufacturing company that produces parts for the auto industry. Art supervises the first shift, where workers’ tasks are repetitive and mundane. Bob supervises the second shift, during which employees have to set up machines and work on complex computer programs. Bob is a likeable supportive leader, while Art is directive. The third shift supervisor is Carol, who shifts her leadership behavior to fit the circumstances. She is sometimes participative, sometimes directive, and often supportive. People enjoy working for Carol and feel she is an effective leader. Many do not say the same about Bob or Art.
The case study portrays three leaders, only one of whom is more effective than the others. By applying path–goal theory to these leaders, you will begin to understand the validity of the model in a more intuitive way.
Answers to questions in the text:
1. Based on the principles of path–goal theory, describe why Art and Bob appear to be less effective than Carol.
2. How does the leadership of each of the three supervisors affect the motivation of their respective followers?
3. If you were consulting with Brako about leadership, what changes and recommendations would you make regarding the supervision by Art, Bob, and Carol?
4. Explain what might happen to the subordinates if Carol, Art, and Bob were to exchange shifts. How might Carol’s team respond to Bob’s leadership? How might Bob’s team respond to Art’s leadership? How might Art’s group respond to Carol’s leadership? What is the main takeaway of this hypothetical swap with regard to the path–goal theory?
