The path‐goal theory of leadership states that the leader helps subordinates to achieve their goals by providing a clear path for them to follow. This research project used data collected in Taiwan to test the applicability of this theory in a non‐western culture. The three groups of subjects studied (peers, managers and subordinates), perceived the level of task structure to be equivalent. Three aspects of leadership were measured: instrumental, supportive and participative leadership. Leaders reported that they used each style of leadership at a statistical significantly higher level than their peers believed. Two dimensions of motivation were also considered: efforts that lead to performance and efforts that lead to rewards. Overall, the results provide some support for the path‐goal theory of leadership. The theory was supported for the relationship between managers and subordinates but not supported for the relationship between managers and peers.
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