Path–goal theory extracts elements from the research on the expectancy theory of motivation. Path–goal theory suggests that it’s the leader’s job to provide followers with information, support, or other resources necessary to achieve goals. The theory predicts the following:

Directive leadership yields greater employee satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out. Supportive leadership results in high employee performance and satisfaction when employees are performing structured tasks. Directive leadership is likely to be perceived as redundant among employees with high ability or considerable experience.

Like SLT, path–goal theory has intuitive appeal, especially from a goal attainment perspective. The theory can be adopted cautiously for application, but it is a useful framework in examining leadership.