Copyright © 2015 McGraw-Hill Education All rights reserved No reproduction or distribution without the prior written consent of McGraw-Hill Education 7-1 Chapter Leadership Behavior “The truth of the matter is that you always know the right thing to The hard part is doing it.” Norman Schwartzkopf, U.S Army 7-2 Introduction • Differentiating between effective and ineffective leaders requires looking at their behaviors and results • Leadership behavior can be observed and measured • Personality traits, values, and intelligence cannot be directly observed, but they may contribute to effective leadership behaviors • Two other factors that influence leadership behavior are the followers and the situation – Follower and situational factors can help determine whether a particular leadership behavior is “bad” or “good.” 7-3 Why Study Leadership Behavior? • Many people in positions of authority either cannot build and motivate teams or not realize the negative impact of their behavior • Leadership behaviors are a function of intelligence, personality traits, emotional intelligence values, attitudes, interests, knowledge, and experience • Over time, leaders learn and discern the most appropriate and effective behaviors • Individual differences, followers, and situational variables play a pivotal role in a leader’s actions 7-4 The Building Blocks of Skills FIGURE 7.1 The Building Blocks of Skills 7-5 The Early Studies • Ohio State University developed the Leader Behavior Description Questionnaire (LBDQ) and identified two independent dimensions of behaviors – Consideration is how friendly and supportive a leader is toward subordinates Leaders high in consideration show concern by speaking up for subordinates’ interests and expressing appreciation for their work – Initiating structure is how much a leader emphasizes meeting work goals and accomplishing tasks Leaders high in initiating structure engage in task-related behaviors like assigning deadlines and monitoring performance levels – These dimensions are independent continuums 7-6 The Early Studies (continued) • University of Michigan identified four categories of leadership behaviors that are related to effective group performance – Goal emphasis and work facilitation are jobcentered dimensions similar to the LBDQ initiating structure behaviors – Leader support and interaction facilitation are employee-centered dimensions similar to the LBDQ consideration dimensions – Job-centered and employee-centered behaviors are at opposite ends of a single continuum • Findings of both university studies suggest that no universal set of leader behaviors is always associated with leadership success 7-7 The Leadership Grid • Alternative conceptualizations focus on: – Identifying key leadership behaviors – Determining if these behaviors have positive relationships with leadership success – Developing behaviors related to leadership success • The Leadership Grid profiles leader behavior on two dimensions: concern for people and concern for production – “Concern” reflects how a leader’s underlying assumptions about people at work and the importance of the bottom line affect leadership style • The most effective leaders are said to have high concern for both people and for production 7-8 The Leadership Grid FIGURE 7.2 The Leadership Grid Source: Robert R Blake and Anne Adams McCanse, Leadership Dilemmas—Grid Solutions (Houston: Gulf Publishing, 1991), p 29 Copyright 1991 Reprinted with permission of Grid International 7-9 Competency Models • Competency models describe the behaviors and skills needed for organizational success • All organizational competency models fall into one of four major categories – – – – Intrapersonal skills: adapting to stress, setting goals Interpersonal skills: communicating, interacting Leadership skills: building effective teams Business skills: thinking strategically • The Hogan and Warrenfelz model: – Allows people to see connections between models – Makes predictions about the ease or difficulty of changing leadership behaviors and skills – Points out what behaviors leaders must exhibit to be effective 7-10 Leadership Competency Model FIGURE 7.3 An example of a leadership competency model Source: G.J Curphy, K Louiselle, and S Bridges: Talent Assessment Overview: 360-Degree Feedback Report Eagan, MN: Advantis Research & Consulting, 2003 7-11 The Leadership Pipeline • The Leadership Pipeline model shows where leaders should spend time, what behaviors they need to exhibit, and what challenges are likely at different organizational levels • It outlines leader development through organizational levels from first-line supervisor to functional manager to CEO • The pipeline offers a roadmap for individuals who want to chart their career progression • It provides a useful framework for considering how leadership competencies change as people are promoted through organizations 7-12 The Leadership Pipeline Organizational Level Individual contributor First-line supervisor Midlevel manager Competency Requirements Technical proficiency Using company tools Build relationships with team members Planning projects Delegating work Coaching and feedback Performance monitoring Select, train, and manage first-line supervisors Manage boundaries and deploy resources to teams Time Applications Meet personal due dates Arrive/depart on time Annual budget planning Make time available for followers Set priorities for team Monitor performance of each team Make time to coach first-line supervisors Work Values Get results through personal proficiency High-quality work Accept company values Get results through others Success of followers Success of the team Appreciate managerial versus technical work Developing first-line supervisors Excerpt from TABLE 7.2 The Leadership Pipeline Source: R Charan, S Drotter, and J Noel, The Leadership Pipeline: How to Build the Leadership-Powered Company (San Francisco: Jossey-Bass, 2001) 7-13 Community Leadership • Community leadership is the process of building a team of volunteers to accomplish an important community outcome • Community leaders lack position power and also have fewer resources and rewards • Three competencies are needed to drive community change efforts successfully: – Framing: recognizing and defining opportunities – Building social capital: developing and maintaining relationships – Mobilization: engaging a critical mass to take action and achieve a specific outcome 7-14 The Components of Community Leadership FIGURE 7.4 The Components of Community Leadership Source: J Krile, G Curphy, and D Lund, The Community Leadership Handbook: Framing Ideas, Building Relationships, and Mobilizing Resources (St Paul, MN: Fieldstone Alliance, 2006) 7-15 Assessing Leadership Behaviors: Multirater Feedback Instruments • 360-degree, or multirater, feedback tools allow managers to gather accurate information from peers and direct reports about their on-thejob behaviors and leadership effectiveness • Questionnaire construction is very important • Leaders who received 360-degree feedback had higher performing work units • 360-degree systems should tell leaders about their own strengths and development needs rather than make comparisons between people • 360-degree feedback provides insight into selfperceptions and others’ perceptions of leadership skills 7-16 Multirater Feedback Instruments (continued) • The key to high observer ratings is to develop a broad set of leadership skills that help groups accomplish goals • Research shows that it is possible to change others’ perceptions of a leader’s skills over time – Leaders must set development goals and commit to a development plan to improve skills • Societal or organizational culture, race, and gender play key roles in the accuracy and utility of the 360-degree feedback process • 360-degree feedback should be built around a competency model 7-17 Sources for 360-Degree Feedback FIGURE 7.5 Sources for 360-Degree Feedback 7-18 Example of 360-Degree Feedback FIGURE 7.6 Example of 360-Degree Feedback Source: K Louiselle, G J Curphy, and S Bridges, C3 360-Degree Feedback Report (Eagan, MN: Advantis Research and Consulting, 2003) Reprinted with permission of Advantis Research and Consulting 7-19 Summary • Leaders can benefit from leadership behavior research in several ways • Research has helped to identify factors that can cause high-potential managers to fail • The Leadership Grid provides a taxonomy of leader types based on behavioral orientation • The Leadership Pipeline model allows organizations to chart leader progression by using customized competency models • Community leadership facilitates the accomplishment of community-oriented goals • 360-degree feedback gives leaders feedback useful in improving their performance 7-20 ... a specific outcome 7-14 The Components of Community Leadership FIGURE 7.4 The Components of Community Leadership Source: J Krile, G Curphy, and D Lund, The Community Leadership Handbook: Framing... and the importance of the bottom line affect leadership style • The most effective leaders are said to have high concern for both people and for production 7-8 The Leadership Grid FIGURE 7.2 The. .. “good.” 7-3 Why Study Leadership Behavior? • Many people in positions of authority either cannot build and motivate teams or not realize the negative impact of their behavior • Leadership behaviors