write:For example somefollowers have a higher need to socialize with others at work. Other followers may have ahigher need for control or a preference for more structure in their work.

16
321–328; House
R. J.
& Mitchell
T. R.(1974). Path–goal theory of leadership. Journal of Contemporary Business
3
81–97.A key aspect of the situation that the leader needs to consider is follower ability—the leadermust adjust expectations in relation to a person’s ability to complete a task. As we learnedin Chapter 2
individual differences matter
including personality. For example
somefollowers have a higher need to socialize with others at work. Other followers may have ahigher need for control or a preference for more structure in their work. The PGTframework also considers aspects of the situation including the task itself; if the task is notclear
the leader must explain what needs to be done. In highly repetitive tasks
leaders canshow concern for followers’ well-being (supportive leadership). The formal authority systemis another situation characteristic to consider. In other words
if the formal authority systemis strong
the leader can enforce rules. Finally
the norms of the work group may influenceindividual motivation
and the leader can build cohesion to support the followers’expectancies (the effects of work-group norms on performance is discussed further inChapter 10).Research on PGT has shown support for propositions of the model.17
18 However
itsstrength lies in the application of motivation theory (expectancy theory
in particular) toleadership. When you read about expectancy theory
recall that no other leadership theorymakes such a direct linkage to motivation. The framework informs leaders about what282