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One of his duties is to serve as the coach for runners who hope to complete the New York City Marathon. He himself has won several marathons and ultra-marathons runner race. Thus he is more acquainted about the roles and responsibilities of coach for the marathon runners. After the introduction of David, case study drives us through understandings of how the complete training period of 16 weeks is carried out by athletes and runners. Initial 8 weeks he found it easy to train the runners.

He was pleased looking the progress of the runners and had little difficulty in his role as coach. Some questions started to come in his mind regarding how to help his runners to achieve their goal. His issues of concern seemed quite different from those that he had expected to hear from other runners he previously trained for Marathons. Thus he divided runners and their concerns Into following three different groups. The first group comprised of all basic questions with newly joined runners who never had previous experiences.

They kept on asking basic questions such as what to eat a day before marathon race, how much to drink and what kind of shoes to wear. The second group comprised of runners who had previously ran for marathons but were concerned about the effects of Davit's raining on their running, wanted to know the running mileage related to their possible marathon finish time. In addition their concern was to know whether consuming carbon-loading would improve their performances during the marathon.

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The third group comprised of seasoned runners who mostly finished marathon in top 10 of their respective divisions. These group too had some concerns related to feeling flat and acted a bit moody and down about training. The most important concern they carried was whether Davit's coaching would help them in other races besides the New York City Marathon. Hint David should use the following leadership strategy to train/coach his runners. The first group needs David to make sure that the runners will be motivated if they feel competent.

Runners kept on asking questions such as what to eat a day before marathon race, how much to drink and what kind of shoes to wear. I think He needs to motivate the runners, make a diet plan and answer their questions they have. But he should also take a note that not to instruct all of the runners in a single group. Based on runners abilities he should have different training sessions. Because may be the beginners (group ) would keep asking basic questions like which shoes to wear, what to eat in a session which might not be interest to groups 3.

For them it would lead to boredom sessions of training and might remove interest from attending further sessions and from Marathon race too. So he should take note of all runners and based on knowledge should keep training. He could have taken information session where all questions and issues are addressed. The second group was concerned about the effects of Davit's training on their running mileage related to their possible marathon finish time and forts reward they would get in return after the marathon race.

Running a marathon is a huge deal and if people are nervous or unsure they will ask a ton of questions. I think he should explain them the benefits they would get with the training. In addition he as a coach needs to be there for them and coach them to the finish line. He should reduce everyone's stress when most seems nervous. Reassure the second group that they are doing great. The third group concern was not focused on current marathon race as objective by his training, but wanted to know if the payoff for their work valuable.

David can motivate each of these groups by tending to the group's needs. Answer the beginners' group questions, make a diet plan. A final criticism that can be made of path- goal theory concerns a practical outcome of the theory. Path-goal theory suggests that it is important for leaders to provide coaching, guidance, and direction for subordinates, to help subordinates define and clarify goals, and to help subordinates around obstacles as they attempt to reach their goals. In effect, this approach treats leadership as a one way event. The leader affects the subordinate.

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