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GDU5023: LECTURE 4LEADER TRAITS AND

BEHAVIOURSBy:

ISHAK BIN SIN, Ph.D.UUM COLLEGE OF ARTS AND SCIENCES

UNIVERSITI UTARA MALAYSIA

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THE TRAITS OF LEADERS

• The traits posses by leaders may also influence the subordinates. Amongst the traits are:

• Intelligent• Wise• Good memory• Fluent in speaking• Achievement oriented

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THE TRAITS OF LEADERS (cont’d)

• Educated• Highly motivated• Highly responsible• Assertive• Dominant (desire to influence others)• Energetic

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THE TRAITS OF LEADERS (cont’d)

• Honest• Sensitive to others• Flexible• Emotionally stable• Self-confident• Brave• Decisive

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THE TRAITS OF LEADERS (cont’d)

• Calm• Diplomatic• Strategic thinking• Just (fair)• Modest• Charismatic

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WHAT PEOPLE LOOK FOR AND ADMIRE IN THEIR LEADERS

• Kouzes & Posner (2002) conducted a research two decades ago to determine what personal traits and characteristics people look for and admire in a leader.

• Respondents identified more than 225 traits and characteristics.

• The result of content analysis, Kouzes & Posner identified only 20 characteristics.

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• Then, the 20 items questionnaire distributed to 75,000 people around the world, asking them to choose 7 most important traits of a leader.

• Specifically, the research question is: “What are the 7 qualities that you look for and admire in a leader and would willingly follow”.

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CHARACTERISTICS 2002 1995 1987

CHARACTERISTICS OF ADMIRED LEADERS

HONEST

FORWARD-LOOKING

COMPETENT

INSPIRING

INTELLIGENT

FAIR-MINDED

COURAGEOUS

MATURE

88

71

66

65

47

42

20

17

MALAYSIA

88

75

63

68

40

49

29

13

83

62

67

58

43

49

27

23

95

78

62

60

NA

NA

NA

NA

2007

89

71

69

68

48

39

25

15

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CHARACTERISTICS AUS. CAN. SING.

CHARACTERISTICS OF ADMIRED LEADERS

HONEST

FORWARD-LOOKING

COMPETENT

INSPIRING

93

83

59

73

MALAYSIA

88

88

60

73

72

76

76

69

95

78

62

60

US

89

71

68

69

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STYLE AND BEHAVIOUR OF LEADERS

• The behaviour of leaders are also said to influence the subordinates. Amongst the styles and behaviors are:

• Autocratic style• Democratic style• Laissez-faire

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STYLE AND BEHAVIOUR OF LEADERS (cont’d)

• Human-oriented behaviour• Considerate behaviour • Human-relation oriented behaviour• Task-oriented behaviour• Productivity-oriented behaviour• Initiating structure behaviour

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STYLE AND BEHAVIOUR OF LEADERS (cont’d)

Autocratic :Refers to directing style which has these

characteristics :• The leaders determined the policy• The techniques and methods are

determined by the leader• The tasks of the subordinates are

determined by the leader• The leader criticized poor work.

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STYLE AND BEHAVIOUR OF LEADERS (cont’d)

Democratic: Refers to the style which has these characteristics:• Organisational policy is determined by the

members of the organisation• The techniques and methods of carrying out tasks

is determined by members of the organisation• Division of work is determined by members of the

organisaton

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STYLE AND BEHAVIOUR OF LEADERS (cont’d)

Laissez—faire:

• Refers to the style where full power is given to the subordinates in determining goals, techniques and methods of carrying out tasks.

Leaders only interfere when requested by the subordinates

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THE OHIO STATE LEADERSHIP STUDIES

• The Ohio State University Leadership studies found that there are two dimensions of leader behavior:1. Initiating structure – describes the extent to which a leader is task oriented and directs subordinates’ work activities toward goal achievement. This type of leader behavior includes directing tasks, planning, providing explicit schedule of work activities and procedures, and ruling with an iron hand.

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…dimensions of leader behavior…

2. Consideration – describes the extent to which a leader is sensitive to subordinates, respect their ideas and feelings, and establishes mutual trust. Showing appreciation, listening carefully to problems, and seeking input from subordinates regarding important decisions are all examples of consideration behaviors.

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Sample Items of LBDQ• Initiating structure:1. He/she makes his/her attitudes clear to staff.2. He/she maintains definite standards of

performance.3. He/she works without a plan (Negative item)4. He/she lets staff members know what is

expected of them.5. He/she sees to it that the work of staff

members is coordinated.

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…Sample Items of LBDQ…• Consideration:1. He/she refuses to explain his/her actions

(Negative item).2. He/she acts without consulting the staff

(Negative item).3. He/she treats all staff members as equals.4. He/she is friendly and approachable.5. He/she puts suggestions made by the staff into

operation.

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Consideration

Initi

atin

g St

ruct

ure

High

HighLow

Low

Quadrant III

High consideration and

High initiatingstructure

Quadrant II

Low considerationand

Low initiatingstructure

Quadrant I

Low considerationand

Low initiating structure

Quadrant IV

High considerationand

Low initiatingstructure

FIGURE 1: QUADRANTS FORMED BY USING THE LBDQ DIMENSIONS

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Major Findings of LBDQ studies• Initiating structure and consideration as

measured by the LBDQ are fundamental dimensions of leader behavior.

• Effective leader behavior tends most often to be associated with high performance on both dimensions.

• The leadership style characterized by quadrant III, high in both dimensions, is associated with such group characteristics as harmony, intimacy, and procedural clarity, and with favorable changes in group attitude.

• Different institutional settings tend to foster different leadership style.

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1

2

3

4

5

1 2 3 4 5

5, 51, 5

1, 1 5, 1

3, 3

FIGURE 2: THE LBDQ CHART

CONSIDERATION

INIT

IATI

NG

STR

UC

TUR

E

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Theory derived from LBDQ chart

• The 1,5 style – structured leadership. The leader is starkly task oriented in structuring, planning and controlling activities of subordinates. Communication is formal, one-way and downward.

• The 5,1 style – considerate leadership. The focus is on helping individuals satisfy their needs. Harmonious group relations are of primary concern; a relaxed and pleasant work environment is the goal. Communication is informal and focus on social and personal topics rather than task related matters.

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…Theory derived from LBDQ chart…

• The 1,1 style – passive leadership. The leader neither exhibits structure nor consideration. Routine activities are performed with little or no direction from the leader. The leader’s approach ia to assign jobs and then leave them alone.

• The 3,3 style – accommodating leadership. The leader attempts to steer a middle course between structure and consideration. The goal is reasonable production and satisfaction. The style may sufficient for getting the job done, but probably insufficient for promoting innovation and commitment.

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…Theory derived from LBDQ chart…

• The 5,5 style – dynamic leadership. There is strong emphasis on both structure and consideration. The leader integrates both dimensions and lead by example, seeking to develop the involvement of individuals in a concerted effort. Communication tends to be open and two-way. The leader successfully develops an atmosphere of mutual trust and teamwork. Participation, involvement, and group decision making are basic ingredients in the development of climate.

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Research Findings on LBDQ

• The widest professional zone of acceptance appears within schools where the principal was described as strong on both initiating structure and consideration (Kunz & Hoy, 1976).

• Initiating structure and consideration were positively related to the zone of acceptance (Leverette, 1984; Hoy & Brown, 1988).

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…Research Findings on LBDQ…

• Consideration is typically related to subordinate satisfaction, while initiating structure is related to subordinate performance (Hoy & Miskel, 1991).

• The implication of these findings are fairly clear. To neglect initiating structure limits the effectiveness of the school; to ignore consideration reduces the satisfaction of the subordinates.

• Certainly, dynamic leader - high on both initiating structure and consideration - is desirable.

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…Research Findings on LBDQ…

• Consideration is typically related to subordinate satisfaction, while initiating structure is related to subordinate performance (Hoy & Miskel, 1991).

• The implication of these findings are fairly clear. To neglect initiating structure limits the effectiveness of the school; to ignore consideration reduces the satisfaction of the subordinates.

• Certainly, dynamic leader - high on both initiating structure and consideration - is desirable.

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STYLE AND BEHAVIOUR OF LEADERS (cont’d)

• Friendship• Trusts• Respect

• Good relationship• Friendly• Helpful

Consideration:Behaviour which portrays:

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STYLE AND BEHAVIOUR OF LEADERS (cont’d)

Tasks-oriented behaviour:

• Refers to the behaviour of leaders who determines, set and organise goals and tasks which will be carried out by the subordinates.

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STYLE AND BEHAVIOUR OF LEADERS (cont’d)

Supportive behaviour:

• Considerate• Concern about the needs and

feelings of the followers• Encourage two way communication

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STYLE AND BEHAVIOUR OF LEADERS (cont’d)

Directive behaviour:

• Delegate certain tasks to the followers

• Explains methods and procedures for carrying out tasks

• Determines the goals to be achieved

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STYLE AND BEHAVIOUR OF LEADERS (cont’d)

Participative behaviour:

• Consults the views of subordinates in decision-making

• Delegates work to the subordinates• Gets ideas from the subordinates

before taking any actions

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STYLE AND BEHAVIOUR OF LEADERS (cont’d)

• Reward and punishment behaviour:• Rewards the subordinates when they

succeeded in conducting certain tasks as required.

• Punishment is applied to followers’ undesirable behaviour.

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STYLE AND BEHAVIOUR OF LEADERS (cont’d)

Charismatic behaviour:• Behaviour which portrays that he/she

is a confident and competent• Has clear vision• Capable of communicating clearly

and arousing the inspiration of the subordinates.

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THE AFFECTS OF STYLE AND LEADERSHIP BEHAVIOUR

• Based on leadership behaviour theory, the practices which highly combines consideration and tasks-oriented behaviour gives good affects to the performance of the organisation dan the satisfaction of the subordinates.

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THE AFFECTS OF STYLE AND LEADERSHIP BEHAVIOUR ON THE FOLLOWERS (cont’d)

LEADERSHIP SATISFACTION, COHESIVENES FRUSTRATIONSBEHAVIOUR MOTIVATION AND OF GROUP COMMITMENT Directing very positive positive negativeSupporting very positive positive negativeParticipating positive positive negativeRewarding positive positive ?Charismatic positive ? negative