Unit 2 Leadership Behavior and Attitudes
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Transcript of 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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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.
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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
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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
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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
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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
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The task related leadership behaviors andattitudes are specific aspects of initiatingstructure.
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Four combinations of initiatingstructure and consideration
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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
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Task related leadershipattitudes and behaviors
Adaptability to the situation
Direction setting
High performance standards
Risk taking and a bias for action
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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
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Direction setting
Major responsibility of leadership is toproduce change
Leader must set direction for that change
Part of creating a vision
Component of strategy
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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
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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
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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
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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
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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
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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
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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
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Relationship oriented attitudesand behaviors
Leadership involves influencing people
Effective leadership attitudes, behaviors andpractices deal with interpersonalrelationships
The basis for effective interpersonal skills
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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
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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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