unit 2 leadership behavior and attitudes

8/3/2019 Unit 2 Leadership Behavior and Attitudes

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5/1/12UNIT 2 B Dr. Poo a

Leadership behavior,attitudes and styles


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5/1/12UNIT 2 B Dr. Poo a Sharma

An effective leader is one who helps groupmembers attain productivity, including highquality and customer satisfaction.

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Classic dimensions of consideration andinitiating structure

Studies conducted at Ohio State University inthe 1950s

Identified 1,800 specific examples of leadership

behaviorReduced to 150 questionnaire items on leadership

functions

Dimensions of leadership behavior

Two dimensions accounted for 85% of thedescriptions of leadership behavior



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consideration

The degree to which the leader creates anenvironment of emotional support, warmth,friendliness, and trust.

The leader creates this environment by:

Being friendly and approachable

Looking out for the personal welfare of thegroup

Keeping the group abreast of newdevelopments

Doing small favors for the group5/1/12 44UNIT 2 B Dr. Poo a Sharma


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Consideration scoring

High scorers typically are:

Friendly and trustful

Earn respect

Have a warm relationship with team members

Low scorers typically are:

Authoritarian

Impersonal in their relationships with groupmembers



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Questionnaire items measuringconsideration

Do personal favors for people in the workgroup

Treat all people in the work group as yourequal

Be willing to make changes

Back up what people under you do5/1/12 66UNIT 2 B Dr. Poo a Sharma


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The relationship oriented behaviors arespecific aspects of considerations.




Key example of consideration

Making connections with people

Julia Stewart, President of Applebees

Making connections one of the most essentialleadership functions

Leaders cannot afford not to take time tochitchat

Spending a few minutes each day with theemployees

Understanding what makes them tick5/1/12 88UNIT 2 B Dr. Poo a Sharma



Initiating structure

Organizing and defining relationships in thegroup by engaging in such activities as:

Assigning specific tasks

Specifying procedures to be followed

Scheduling work

Clarifying expectations for teammembers




Initiating structure scoring

High scorers typically define the relationshipbetween themselves and their staff members

The role that they expect each staffmember to assume

Endeavour to establish:

Well-defined channels of communication5/1/12 10UNIT 2 B Dr. Poo a Sharma



Questionnaire items measuringinitiating structure

Try out your own new ideas in the work group

Encourage the slow working people in thegroup to work harder

Emphasize meeting details

Meet with the group at regularly scheduledtimes




The task related leadership behaviors andattitudes are specific aspects of initiatingstructure.




Four combinations of initiatingstructure and consideration




Task related attitudes andbehaviors

Task related means that the behaviors,attitudes or skills focus more on the task to

be performed than on the interpersonalaspects of leadership




Task related leadershipattitudes and behaviors

Adaptability to the situation

Direction setting

High performance standards

Risk taking and a bias for action




Adaptability to the situation

Effective leaders adapt to the situation.Adaptability reflects the contingency

viewpointTactic is chosen based on the unique

circumstances at hand

Adaptive leaders select organizationalstructure that is best suited to the demandsof the situation




Direction setting

Major responsibility of leadership is toproduce change

Leader must set direction for that change

Part of creating a vision

Component of strategy




High performance standards

Effective leaders consistently hold groupmembers to high standards of performance

When performance is measured against highstandards, productivity is likely to increasesince people tend to live up to theexpectations of their superiors

Pygmalion effect




Pygmalion effect

Works in subtle, almost unconscious ways

When a managerial leader believes a groupmember will succeed, the mangercommunicates that belief without realizing

it.

When a leader expects a group member tofail, that person usually will not disappointthe manager




Risk taking and a bias foraction

Constructive change requires leaders to:

Take risks

Be willing to implement those riskydecisions

A bias for action is a desire to execute a plan

Rather than a tendency to create visionswithout following through on them




Hands-on guidance andfeedback

Requires technical competence andknowledge of the business

The leader provide group members withhands on Guidance about how to

Accomplish important tasks

Learn important skills

Too much guidance can be a symptom of poor5/1/12 21UNIT 2 B Dr. Poo a Sharma



Hands-on guidance andfeedback

Leaders can rarely influence actions of thegroup without appropriate performance

feedback

Feedback:

Tells group members how well they aredoing

Take corrective action if necessary

Reinforcerthat prompts group members to5/1/12 22UNIT 2 B Dr. Poo a Sharma



Stability of performance

Effective leaders are steady performerseven:

Under heavy workloads

Under uncertain conditions

When leaders remain calm

Group members are reassured that thingswill work out

Helps the leader appear professional and5/1/12 23UNIT 2 B Dr. Poo a Sharma



Ability to ask tough questions

A tough question is the one that makes aperson or group stop and think about why

they are doing or not doing somethingMight be considered the right question

Asking questions is important because quiteoften group members may have the solutionto the difficult problem




Relationship oriented attitudesand behaviors

Leadership involves influencing people

Effective leadership attitudes, behaviors andpractices deal with interpersonalrelationships

The basis for effective interpersonal skills




Relationship oriented attitudesand behaviors

Aligning and mobilizing people

Concert building and collaboration

Creating inspiration and visibility

Satisfying higher-level needs

Giving emotional support and encouragement

Promoting principles and values

Being a servant leader



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Aligning and mobilizing people

Getting people pulling in the same directionand working together smoothly is a majorinterpersonal challenge. For that it isNecessary to speak to many people.

The target population can involve manydifferent stakeholders

Managers and team leaders

Higher-ups

Peers



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Anyone who can implement the vision andstrategies and who can block implementationmust be aligned

Alignment is easier when the group has anagreed upon mission or purpose.



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Concert building andcollaboration

It involves both aligning and mobilizing in amanner similar to an orchestra leader.

The goal is to produce a system that is:

Self-evaluating

Self-correcting

Self-renewing\

Ongoing



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The system can be thought of as a large,modern orchestra with the number of

Professionals with different instruments,performing separate, often difficult tasks

Each must be integrated with the work of

others to make up a whole

It is the specific case of attainingcollaboration to make leadership possible.



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Creating inspiration andvisibility

Inspiring others is an essential leadershippractice

Involves appealing to emotions and values

A part of being inspirational is being visibleand available

Becoming inspired is an emotional processthat is triggered by a variety of behaviors onthe part of the leader



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Giving emotional support andencouragement

A supportive leader gives frequentencouragement and praise by:

Allowing people to participate in decisionmaking

Being emotionally supportive comes naturallyto the leader who has:

Empathy for people

A genuinely warm personality5/1/12 33UNIT 2 B Dr. Poo a Sharma


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Emotional support generally improves:

Employees morale

Productivity

Persons self esteem



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Promoting principles andvalues

Promoting values and principles thatcontribute to the welfare of individuals and

organizationsProviding moral leadership begins with

understanding ones own values

Almost all leaders (even the devious) claimto harbor values and principles that promotehuman welfare and the general good

Not all implement them5/1/12 35UNIT 2 B Dr. Poo a Sharma


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Being a servant leader

A servant leader serves constituents byworking on their behalf to help them achievetheir goals, not the leaders own goals.

Place service before self-interest

Listen first to express confidence in others

Inspire trust by being trustworthyFocus on what is feasible to accomplish

Lend a hand

Provide tools 5/1/12 36UNIT 2 B Dr. Poo a Sharma


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360-Degree Feedback for ImprovingLeadership Effectiveness

Is a formal evaluation system for use in improvingleadership effectiveness.

Input is in the form of a 360-degree survey of peoplewho work for and with the supervisor.

Self-ratings are compared toratings of others. Differencesin the two ratings indicateperformance area opportunitiesfor improvement.



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360-degree feedback is a formal evaluationof superiors based on input from people whowork for and with them, sometime includingcustomers and suppliers.

It is also referred to as multisource feedbackor multirater feedback.

The process is also called 360-degree surveybecause the input stems from a survey of

handful of people. 5/1/12 38UNIT 2 B Dr. Poo a Sharma


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It is frequently used for leadership andmanagement development than forperformance evaluation.

Particularly when used for development 360degree feedback includes self evaluation.

When self evaluation is included theindividual completes the same form that allothers used to describe his/ her behavior



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It should emphasize qualitative commentsrather than strictly quantitative ratings.

The data from the survey can be used to helpleaders fine-tune their attitudes andbehavior.

Professional counseling can help personbenefit from critical feedback and place it inperspective.



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Some suggestions for making better use of360-degree surveys:

Focus on business goals and strategy.

Ensure that the feedback dimensions reflectimportant aspects of leadership.

Train workers in giving and receivingfeedback.

Creative an action plan for improvement foreach leader.



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Ensure that the managers rated have fullownership of the feedback information, sothey perceive the feedback as being gearedtoward personal development rather than

administrative control.



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unit 2 leadership behavior and attitudes

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