Effective Leader Behavior

… is one who helps group members attain productivity, by recognizing what they can do to move the organization forward.

Some leaders have a track record of getting good results across a variety of situations whereas others seem to have difficulties getting work done through others.

Leadership behavior can be observed whereas personality traits, values, or intelligence must be inferred from behavior or measured with tests.

There are a number of leaders who either do not know what to do and how to do it, or do not realize how their behavior is affecting the people who work for them.

Leadership behaviors are a function of intelligence, personality traits, emotional intelligence values, attitudes, interests, knowledge, and experience.

Trait Theories (1920s-30s)◦ Research which focused on identifying personal

characteristics that differentiated leaders from non-leaders was unsuccessful.

◦ Why?

Later research on the leadership process identified seven traits associated with successful leadership:

◦ Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.

◦ Definitive List??

Leadership research from the late 1940’s to the mid 1960’s concentrated on leader behaviors.

THEORIES OF LEADERSHIPTRAIT THEORY • Characteristics of the individual

BEHAVIORAL THEORIES

• University of Iowa Styles: autocratic, democratic, laissez-faire• Continuum of Leader Behaviors• University of Michigan Employee-Centered vs. Job-Centered• Ohio State University Initiating Structure/Consideration • Managerial Grid / Leadership Grid

SITUATIONAL THEORY• Contingency Model• Normative Leadership Model• Situational Leadership Theory• Path-Goal Theory

TRANSFORMATIONAL LEADERSHIP

• Transactional/Transformational Leaders

Behavioral Theories◦ University of Iowa Studies (Kurt Lewin)

Identified three leadership styles: Autocratic style: centralized authority, low

participation Democratic style: involvement, high participation,

feedback Laissez faire style: hands-off management

Research findings: mixed results◦ No specific style was consistently better for

producing better performance, but…◦ Laissez-faire leadership generally is effective only

with followers who require little or no direction◦ Employees were more satisfied under a

democratic leader than an autocratic leader

Use of Authorityby the Manager / Leader

Area of Freedomfor Subordinates

Boss-CenteredLeadership

SubordinateCenteredLeadership

TANNENBAUM/SCHMIDTCONTINUUM OF LEADERSHIP BEHAVIOR

Much of the most significant initial leader behavior research was conducted at Ohio State University and the University of Michigan.

Leader Support

Interaction Facilitation

Goal Emphasis

Work Facilitation

Identified two dimensions of leader behavior:◦ Employee-Centered or Employee Oriented:

emphasizing personal relationships (i.e.,the human relations aspects of the job)

◦ Job-Centered or Production Oriented: emphasizing task accomplishment,production,and the technical aspects of the job , with employees as a means for getting work done

Leaders who are employee oriented are strongly associated with:

◦ 1. High group productivity◦ 2. High job satisfaction◦ 3. Improved morale

In 1945, the Bureau of Business Research at Ohio State University undertook the construction of an instrument for describing leadership◦ A list of nine dimensions or categories of

leadership was developed◦ This list was refined by subsequent researchers◦ Eventually, consideration and initiating structure

have become identified with “the Ohio State” dimensions of leadership

Subordinates were asked to rate the leader on the following behaviors:◦ Lets subordinates know when they’ve done a

good job◦ Sets clear expectations about performance◦ Shows concern for subordinates◦ Makes subordinates feel at ease

Identified two dimensions of leader behavior:◦ Initiating structure: the role of the leader in

defining his or her role and the roles of the group members

◦ Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings

Organizing and defining relationships in the group by engaging in such activities as assigning specific tasks, specifying procedures to be followed, scheduling work, and clarifying expectations for team members

Also referred to as production emphasis, task orientation, and task motivation

The degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust

Involves being friendly and approachable, looking out for the personal welfare of the group, keeping the group abreast of new developments, and doing small favors for the group

THE OHIO STATE TWO-DIMENSIONALMODEL OF LEADER BEHAVIORS

Low InitiatingStructure

HighConsideration

High InitiatingStructure

LowConsideration

High InitiatingStructure

HighConsideration

Low InitiatingStructure

LowConsideration

High

Low

Low High

Consideration

Initiating Structure

High-high leaders generally, but not always, achieved high group task performance and satisfaction

Evidence indicated that situational factors appeared to strongly influence leadership effectiveness

The Ohio State University and the University of Michigan leadership studies laid the foundation for understanding the difference between successful and unsuccessful leaders. Nevertheless, this information deals more with supervision and management than with visionary and innovative leadership.

But in applying to leadership, we need to recognize :◦ An important implication from the Ohio State and

Michigan studies is that effective leaders emphasize high productivity and good personal relationships.

Leadership Grid◦ Appraises leadership styles using two

dimensions: Concern for people Concern for production

◦ Places leadership styles into five categories: Impoverished management Task management Middle-of-the-road management Country club management Team management

The Effect Of Individual Characteristics On Behavior

Zone of Discomfort

Zone of Discomfort

BEHAVIORAL RANGE

Individualcharacterist

ics

Comfort Zone