1. Chapter 12: Overcoming Obstacles

2. Chapter Objectives Discuss the concept of obstacles in the workplace.
Discuss obstacles in practice.
Highlight seven major obstacles derived from path-goal theory of motivation.
Describe each obstacle and the various ways leaders can respond to these obstacles

3. Discussion Questions
What are some of the obstacles you have experienced as a leader?
How can you motivate an underperforming group?

4. Obstacles Explained
An obstacle is a hindrance, problem, or hurdle that gets in the way of followers and makes it difficult for followers to reach their goal.
It could be physical (e.g., bad work space) or task-related (e.g., complex work process).

5. Obstacles Explained Obstacles are an integral part of our lives.
Leaders must help others overcome these obstacles.
Leaders need to first figure out what the problems are and then determine how best to solve them.
If a leader does this, employees will be more motivated, productive, and satisfied with their work.

6. Overcoming Obstacles in Practice
The Fundamentals of Leadership
Overcoming Obstacles in Practice
Whether it is by listening to their complaints, encouraging them, or providing counsel, there are many ways a leader can be helpful to his or her subordinates.
Challenges for a leader are to figure out what the problems are and to decide what to do to solve them.
Path-goal leadership addresses the way leaders can assist others in overcoming obstacles that hinder productivity.
Leaders need to choose a style that best fits the needs of individuals & the work they do.
Leaders should help individuals define the goals & paths to reaching these goals.

7. Obstacle One: Unclear Goals
It is not uncommon for individuals to be unclear or confused about their goals.
Sometimes the goal is unknown, obscure, or hidden among competing goals.
When goals are not apparent, people are less likely to be successful.
Leaders need to make goals clear.
If goal is vague → Clarify it
If goal is embedded among other goals → Identify it

8. Obstacle Two: Unclear Directions
Ineffective performance results from unclear directions from leaders.
Directions that are vague, confusing, rambling, imprecise, or incomplete can have a debilitating effect on individuals.
People lose the capacity to move forward
Group members feel lost; they do not know how to reach their goal
Leaders must define the path to the goal.
Individuals vary in their need for direction.
GPS metaphor

9. Obstacle Three: Low Motivation
The Fundamentals of Leadership
Obstacle Three: Low Motivation
Hundreds of articles have been written in an attempt to explain human motivation.
Path-goal leadership incorporates expectancy theory as a way to motivate others.
Expectancy Theory suggests people will be more motivated when the effort they put into a task leads to an expected outcome that they value.
This occurs when individuals:
feel competent
get what they expect
value what they do

10. Obstacle Three: Low Motivation
Solution: Give relevant support.
Let people know that they are competent.
Make sure the outcome people expect from their effort is achievable and will likely occur.
Help others see the value in their work performance through monetary rewards, positive personal feedback, or special achievement awards.

11. Obstacle Four: Complex Tasks
The Fundamentals of Leadership
Obstacle Four: Complex Tasks
When the task is unstructured, ambiguous, or complex, it creates an obstacle for individuals.
Some may feel overwhelmed in these situations.
When leaders simplify complex tasks, it helps others feel more competent about their work.

12. Obstacle Four: Complex Tasks
When the task is complex the leader needs to be directive and clarify the path to the goal.
Directive leaders give others instruction, including:
What is expected of them
How it is to be done
Timeline for when it should be completed
Setting clear performance standards

13. Obstacle Five: Simple Tasks
Sometimes the obstacle is simplicity.
Simple, repetitive tasks can negatively affect motivation.
There is little excitement about doing the same job over and over; simple tasks become dull.

14. Obstacle Five: Simple Tasks
Solution: Give support and nurturance
It is important for leaders to use a supportive style—It provides what is missing by giving nurturance when group members are engaged in boring tasks.
Social support can take a variety of forms and it shows care for the well-being of the worker.

15. Obstacle Six: Low Involvement
Having a “voice” in what happens is very important to people.
People want to “fit in.”
By expressing their thoughts & opinions, individuals feel like they are making a contribution to the group.
Leaders should use a participative style to address the issue of low involvement.
Leaders invite others to share in the ways and means of getting things done. They create a climate that is open to new and diverse opinions.

16. Obstacle Seven: Unchallenged
Some people do not work well because they do not feel challenged by what they are doing.
Without challenge, people find work uninteresting.
As a result, they work less or quit & find something more challenging.
Leaders should adopt an achievement-oriented style of leadership.
Challenge individuals to perform at the highest level.
Set standards of excellence & challenge others to meet them.

17. Leadership Snapshot: Bill Courtney
Bill Courtney faced huge obstacles when he volunteered to coach Manassas’ struggling football team in 2002.
Record of 5-95 for the past 10 years, roster of only 17 players, lack of equipment, reputation as a doormat team were among the obstacles Bill faced.
Personal obstacles such as players living in poverty, most without fathers were also very challenging.
For Courtney, it became more than just teaching the basic of block, hit, and tackle. The job morphed into becoming a coach of his players’ characters, resolve, and integrity.

18. Leadership Snapshot: Bill Courtney
One of his players joined after a stint at the juvenile detention facility and subsequently got into trouble on the team with other coaches. Bill did not kick him off the team to show his commitment to help the young man.
His coaching did come with a sacrifice of his time with his business and family.
In 2009, the team went Courtney helped a couple of his students fight adversity while the 9-1 season.
Bill’s philosophy is to “build a relationship with your players and find out who they are: what their fears are, what excites them and what hurts them…”

19. Case Study: Obstacles Case Study
The Fundamentals of Leadership
Case Study: Obstacles Case Study
Obviously, things are not working out well for Trey and his team. If you were Trey, how would you have proceeded from the beginning to help the team avoid or overcome its obstacles?
Based on the seven obstacles discussed in this chapter, identify which obstacles each of the team members (Claire, Shelby, Marco, and Garrett) is facing.
Some of Trey’s team members seem to lack motivation. Based on expectancy theory, how could Trey help team members feel competent, get what they expect, and value what they do?
Based on how his team is feeling and doing, identify three specific things Trey could do to help his students.

20. The Fundamentals of Leadership
Summary
Challenges and difficulties will always be present for people in the workplace.
Effective leaders help individuals define their goals and the paths they wish to take to meet those goals.
Four leadership styles can be used to help people overcome obstacles: directive, supportive, participative, and achievement oriented.