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Topic 2

Topic 2. Effective Leader Behavior. An Effective Leader. … is one who helps group members attain productivity, by recognizing what they can do to move the organization forward. Introduction.

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Topic 2

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  1. Topic 2 Effective Leader Behavior

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

  3. Introduction • 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.

  4. Why Study Leadership Behavior? • 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.

  5. Early Leadership Theories • Trait Theories (1920s-30s) • Research which focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful. • Why?

  6. 7 Traits Associated with Effective Leadership • 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??

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

  8. THEORIES OF LEADERSHIP TRAIT THEORY • Characteristics of the individual • 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 BEHAVIORAL THEORIES • Contingency Model • Normative Leadership Model • Situational Leadership Theory • Path-Goal Theory SITUATIONAL THEORY TRANSFORMATIONAL LEADERSHIP • Transactional/Transformational Leaders

  9. Early Leadership Theories • 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

  10. Early Leadership Theories(cont.) • 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

  11. TANNENBAUM/SCHMIDT CONTINUUM OF LEADERSHIP BEHAVIOR Area of Freedom for Subordinates Use of Authority by the Manager / Leader Subordinate Centered Leadership Boss- Centered Leadership

  12. The Early Studies • Much of the most significant initial leader behavior research was conducted at Ohio State University and the University of Michigan.

  13. Four Categories That Contribute To Effective Group Performance: • Leader Support • Interaction Facilitation • Goal Emphasis • Work Facilitation

  14. University of Michigan Studies • 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

  15. Research Findings: • Leaders who are employee oriented are strongly associated with: • 1. High group productivity • 2. High job satisfaction • 3. Improved morale

  16. Ohio State Leadership Studies • 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

  17. Ohio State Studies(Leader Behavior Description Questionnaire)---LBDQ • 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

  18. Ohio State Studies • 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

  19. Dimensions of Leadership Behavior Initiating Structure • 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

  20. Task-Related Leadership Attitudes and Behaviors

  21. Dimensions of Leadership Behavior Consideration • 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

  22. Task-Related Leadership Attitudes and Behaviors

  23. THE OHIO STATE TWO-DIMENSIONAL MODEL OF LEADER BEHAVIORS Low Initiating Structure High Consideration High Initiating Structure High Consideration High Consideration Low Initiating Structure Low Consideration High Initiating Structure Low Consideration Low High Low Initiating Structure

  24. Research Findings:mixed results • 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

  25. Evaluative Comment • 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.

  26. Evaluative Comment • 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.

  27. The Leadership Grid • 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

  28. The Leadership Grid

  29. The Effect Of Individual Characteristics On Behavior Comfort Zone Individual characteristics Zone of Discomfort Zone of Discomfort BEHAVIORAL RANGE

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