Management of Organizational Management of Organizational BehaviorBehavior

The LEAD instrument was designed to measure three aspects of leader behavior:

1. Style2. Style range, or flexibility3. Style adaptability

Leadership StyleLeadership Style

All leaders have a primary leadership style.This style is defined as the behavior pattern

used most often when attempting to influence others.

Secondary style is one that is used on occasion.

Some may have no secondary style or up to three.

Style Range, or FlexibilityStyle Range, or Flexibility

Style range is the extent to which leaders are able to vary their leadership styles.

Some leaders don’t vary their styles thus they are only effective when the situation is compatible with that style.

Leaders that can modify their behavior have the potential to be more effective.

Low and high flexibility Low and high flexibility leadership situationsleadership situations

Low level situations Low-level managerial Established tasks Little environmental

change

High level situations High-level managerial Innovative tasks Rapid environmental

change

Style AdaptabilityStyle Adaptability

Style adaptability is the degree to which one can vary their style appropriately to the demands of a given situation.

A wide style range will not guarantee effectiveness; style range is not as relevant to effectiveness as style adaptability.

The wrong style used for any given situation will most likely not be effective.

Applying the most appropriate style to the situation is the key for effective leadership.

WillingnessWillingness

Learning the four basic styles is not the issue; the question is one of willingness.

Once the new styles are learned and applied ironically tend to be most effective due to being learned not innate.

Conscious study, practice , and application of new styles results in higher effectiveness due to higher focus rather than innate responses.

Readiness Levels and Readiness Levels and Leadership StylesLeadership Styles

Readiness “Best” Style “Second-best” style

“Third-Best” Style

Least Effective Style

R1

Low

S1 Telling S2 Selling S3 Participating S4 Delegating

R2 Low to Moderate

S2 Selling S1 Telling or S3 Participating

S4 Delegating

R3 Moderate to high

S3 Participating

S2 Selling or S4 Delegating

S1 Telling

R4 High S4 Delegating S3 Participating

S2 Selling S1 Telling

Choosing the Appropriate Choosing the Appropriate StyleStyle

Success is not entirely predicated on employing the best choice of style for every situation.

Success may come from a secondary third or fourth choice if the leader so chooses.

Thus it’s not an all or nothing rather more aptly assessing readiness and choosing an appropriate style.

The Johari WindowThe Johari Window

Known to Self Unknown to Self

Known to others Public Blind

Unknown to Others

Private Unknown

The Johari WindowThe Johari Window

This tool is used to assess leadership personality(self perception and perception of others)

Known to SelfKnown to Self

Includes their knowledge of the way they are coming across to others and the impact they are having on others.

Unknown to SelfUnknown to Self

In some areas leaders are unaware of how they are are coming across to others.

Due to a lack of feedback or poor perception by the leader.

Known and Unknown to Known and Unknown to OthersOthers

These are behaviors and attitudes that that are both known and unknown to others.

FeedbackFeedback

The more feedback received by others the larger the public arena becomes and the blind arena becomes smaller.

DisclosureDisclosure

There are two types of disclosure1. How they behave.(observing actions

only)2.Organizationally relevant information

about how they think or behave.Thus the more disclosure the larger the

public arena and the smaller the private arena.

Self-Perception versus StyleSelf-Perception versus Style

Self-perception of leadership style can be measured using LEAD Self

Leadership style can be measured using LEAD Other.

Large discrepancy between self-perception and the way others perceive results in a small public arena.

If there is no significant difference between the two then the public arena is large.

Is It Too Late?Is It Too Late?

Guilt is the greatest waste of emotional energy due to the feeling resulting from a past action.

Focus on what can be done from this point forward.

The longer a behavior has been reinforced the longer it will take to change.

Start early Be aware of stressors and address their roles

Style Profile 1-3Style Profile 1-3

S1 (high task behavior/ low relationship) S3 (high relationship behavior/ low task) A 1-3 combo profile finds that these leaders classify people as theory

X or theory Y Thus they are either “For or Against” the leader. They are either “Good or Bad”, “Lazy or self-motivated.” Followers perceive this as well and are aware of where they stand with

the leader. Moderate readiness levels R2’s often become self- fulfilling

prophecies moving up to R3 or down to R1 status. These leaders do better with low or high readiness people As a problem, the R1’s seldom move up due to a lack of skills

developed as part of this cycle.

Style Profile 1-4Style Profile 1-4 S1’s (high task/ low behavior) S4’s (low task/ low behavior) The leaders who use primarily these styles tend to classify groups as

“Competent- leave alone” -or- “Incompetent -ride you” approaches. These types either tell or delegate. They tend to be effective at crisis interventions and handling organizations with

severe problems with limited time. But this type tends to lack the skills to take lower level readiness to a high level. In a evenly split readiness group these leaders will make followers either

progress or regress. 1 & 4 are the “risky styles” due to the amount of crisis that can occur if the

styles aren’t effective. Example: a low readiness group treated as a S4 leaving people on their own allows for a high probability of deteriorating environment thus problems. As would be the opposite if a high readiness group was managed with a S1 creating much resentment.

Style Profile 2-3Style Profile 2-3

S2’s (high task /high relationship) S3’s (low task/high relationship) These types tend to due well with groups of average

readiness. However they find difficulty in handling discipline

problems and work groups at low levels of readiness. Delegation problem tend to inhibit maximum production. As a whole these types tend to be effective due to most

people being a readiness 2 or 3 Thus making the 2-3 group the “safe styles”

Style Profile 1-2Style Profile 1-2

S1’s (high task / low relationship) S2’s (high task / high relationship) These types tend to be able to raise and lower their socioemotional

support but often fell uncomfortable unless they are “Calling the shots” Examples of these types are sales managers that still love to sell or

teachers who have become administrators yet still love to direct student activities.

They often project “no one can do things as well as I” Thus often self-fulfilling

These types tend to be effective with low to moderate levels of readiness. Also with manufacturing and production and crisis resolution.

But these types typically don’t develop others to their full potential.

Style Profile 2-4Style Profile 2-4

S2’s (high task / high relationship) S4’s (low task / low relationship) These types tend to not feel secure unless they are

providing much of the direction, as well as developing a personal relationship with people in an environment characterized by two-way communication and socioemotional support (high relationships behavior)

Delegation is rare and often ill-assigned. The omission of S3 tactics often lead to misinterpretation

of low to high task delegations as punishments rather than autonomy.

Style Profile 3-4Style Profile 3-4

S3’s (low task / high relationship) S4’s (low task / low relationship) These types are effective at raising and lowering their

socioemotional support but feel uncomfortable initiating structure and providing direction.

The work well with moderate to high levels of readiness. Not good for decreasing levels or one’s needing direction. They do tend to learn and employ other techniques quickly

Style Profiles for Different Style Profiles for Different Levels of ManagementLevels of Management

Top Management S3 – S4

Middle Management S3 –S4 S1 –S2

Supervisory Management S1 –S2

Two-Style ProfileTwo-Style Profile

1. A basic style that encompasses two of the four possible configuration styles.

2.A basic style and a supporting style.LEAD info is crucial in a effective data

study.Wide ranging styles need a shorter time to

become effective versus those with a smaller range.

““All effective managers use all All effective managers use all of the styles, as appropriateof the styles, as appropriate””

Keys to Building a TeamKeys to Building a Team

Bring others in who will compliment their leadership style rather than replicate.

A wide range of styles represents a wide range of problem resolution opportunities.

Select those who understand each other’s roles.

Share Situational leadership with key followers and clarify what is expected.

Contracting for Leadership Contracting for Leadership StyleStyle

Share Situational Leadership with key staff to enlarge everyone’s public arena.

Effective MBO- (Management by objectives program) implementation using the appropriate style in a contractual plan of goals and objectives delegated to key personnel

Shared style selection by all parties results in shared results.

Readiness Style MatchReadiness Style Match

Measures readiness using two dimensions:1. Ability or job readiness2. Willingness or psychological readinessAbility status tends to vary little the

willingness piece may change quickly and dramatically

The Five Steps to Effective The Five Steps to Effective Task AccomplishmentTask Accomplishment

1. Establish objectives and performance criteria.

2. Reach agreement on objectives and performance criteria.

3. Introduce Situational Leadership.4. Complete readiness style match.5. Meet to share data from Readiness Style

Match

SummationSummation

Three aspects of leadership behavior: 1. Style 2. Style range 3. Style adaptability. LEAD diagnostic instruments for those Three aspects. The Johari Window used to assess self and other’s

perception. Two-Style profiles and Contracting Leadership Style

process.