Padraig Carroll MBA leadership presentation Gary A. Yukl - Leadership in organisationschapter 3
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Chapter 3 – Leadership Behaviours Leadership in organisations Gary A. Yukl Pádraig Carroll April 2014
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Presentation on Chapter 3 of Gary A. Yukl's book: Leadership in organiations ( 8th edition ) for the National College of Ireland MBA class
Transcript of Padraig Carroll MBA leadership presentation Gary A. Yukl - Leadership in organisationschapter 3
Chapter 3 – Leadership Behaviours
Leadership in organisationsGary A. Yukl
Pádraig CarrollApril 2014
Why so many categories
What research methods
Describe the behaviours
Why: Task & Relations
Why: Change orientation
Effective use
Why so many ways to describe leadership behaviour?
50+ years of research
Abstract not Tangible
Broad versus Narrow
Methods of observation/ classification development• Factor Analysis• Judgmental• Theoretical deductive
Major Types of Leadership Behaviour
Early Research shows 2 main types of leadership behaviour
perception
Task & Relations
Task-Oriented Relationship-Oriented
Emphasis on work facilitation Emphasis on interaction facilitation
Focus on structure, roles and tasks
Focus on relationships, well-being and motivation
Produce desired results is a priority
Foster positive relationships is a priority
Emphasis on goal-setting and a clear plan to achieve goals
Emphasis on team members and communication within
Strict use of schedules and step-by-step plans, and a punishment/incentive system
Communication facilitation, casual interactions and frequent team meetings
Which Leaders do we think of?
Change-oriented behaviourDuffy, AIB
Other behaviour types
Participative leadership Page, Google
Other behaviour types
TaskOrganise activities for efficiencyAssign workDirect and coordinate
Relations-orientedSupport and encourageSocialise and build relationshipsUse symbol, ceremony & ritual to build team identity
Change-orientedMonitor the external environment for O&TStudy competitors for ideasEncourage and facilitate innovation
External Leadership behavioursNetworkingMonitor the external environment for O&TRepresenting
Examples of behaviours
Transformational leadership
Research relates to charismatic leadership
Traits: Visionary & Inspirational
Methods for studying the effects of leadership behaviours
DiaryWeeks of records
Critical incidentsQuestionnaires following incident
Observation/ManipulationLimited experiments
InterviewsLeaders & Subordinates
Case studiesBiographies and Case studies
Effects of Task and Relations behaviours…
In General: Task doesn’t lead to satisfaction
Research: Is quite weak to date (best fit?)
Future: Understand how effective leaders adapt their styles
The face of LeadershipA How To guide
Planning Work activities
Short Term: What to do, how, who, and whenAction Planning: Steps, schedule, and policiesContingency planning: Coping with problems
Guidelines: Identify action steps Identify optimal sequence of steps Estimate time needed Set deadlines Estimate cost Set accountability Monitor
Clarifying Roles and objectives
Define: Roles and responsibilitiesAssign: Specific tasks and stepsSetting: Performance goals
Guidelines:Clearly explain assignmentExplain the reason for the assignmentCheck for understandingProvide necessary instructionSet priorities, goals, and deadlines
Monitoring Operations & Performance
Gather: Information about the operationsIncluding: WIP, Performance, Quality, Success
Guidelines:Set KPI’sMonitor process & outcomesMeasure progress against plansDevelop independent sources of informationConduct progress review meetingsObserve directly (MBWA?)Ask, encourage, guide
Supportive Leadership
Traits: Consideration, acceptance, concern, empathy
Guidelines:Show acceptance & positive regardProvide sympathy & supportBolster others’ self esteemBe willing to help others
Developing Subordinates, Peers, Network
Research suggests: The most effective leaders develop their followers skills AND confidence
Guidelines:Engage learning and development programsFormalise a mentoring program
Providing Praise & Recognition
Involves: Showing appreciationForms: Praise, awards, recognition ceremonies
Guidelines:Recognise successCelebrate successRecognise good effort in failureCelebrate the effort SEEK out contributions
1950Lead
Manage Operate
1950Lead
Manage Operate
2014InfluenceEmpowerInnovate
Lead / Manage /Operate
2014InfluenceEmpowerInnovate
Lead / Manage /Operate
Changing CV of the Leader
LeadershipGapA mix of task orientation, change orientation, participative & empowerment leadership, and relationship skills are needed to bridge the gap
Apply best fit per cycle/situation!
