Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 8

Chapter 8 - Leadership behavior. Leaders can benefit from the leadership behavior research in several ways. First, the behavioral approach has served the important purpose of directing attention to identifying types of leadership behavior critical to success. Second, the behavioral approach allows leadership practitioners to focus on concrete and specific examples of leader behavior. Third, an outgrowth of the behavioral approach has been the development of competency models and 360-degree feedback instruments.

8­1 McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved C   HAPTER E IGHT Leadership Behavior The Building Blocks Of Skills Initiating Structure & Consideration Employee & Job­Centered Dimensions The Leadership Grid 360­Degree Feedback Behavior/  Skills/  Competencies Knowledge Intelligence McGraw­Hill/Irwin Managerial Derailment Self­Defeating Behaviors Coaching & Mentoring Behaviors Experience Personality  Traits and  Preferences Values  Interests  Motives/Goals © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 8­3 Leader Behavior Description  Questionnaire 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 as individuals Makessubordinatesfeelatease. McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 8ư4 FourCategoriesThatContributeTo EffectiveGroupPerformance Leader support Interaction facilitation Goal emphasis Work facilitation McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 8­5 Sources For 360­degree Feedback Boss Self 360Feedback Results Peers DirectReports McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 8ư6 QuestionsAddressedByRecent 360FeedbackResearch Does 360º feedback matter? • Are self­observer perceptual gaps  relevant? • Does 360º feedback improve leaders’  ratings over time? • Are there meaningful culture, gender  or race issues with 360 º feedback? McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 8ư7 WhyItsImportantforPractitioners toUnderstand360Feedback Itslikelythatpractitionerswillreceive thistypeofevaluation Describestheleadershipbehaviors neededtoachieveorganizationalgoals (ifitsbuiltaroundanorganization's competencymodel) Maybeoneofthebestsourcesof howfeedbackforleadership practitioners McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 8ư8 8­9 Why It’s Important for Practitioners to Understand  360º Feedback, continued • Effective leaders seem to have a broad  set of well­developed leadership  skills.  • Leaders need to create specific goals  and development plans in order to  improveleadershipskills Leadershipbehaviorcanchangeover time Therearecultural,racialandgender issues McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved FourThemesinDerailmentResearch • Problems with interpersonal  relationships • Failure to meet business objectives • Inability to build and lead a team • Inability to develop or adapt McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 8­10 8­11 The Development Pipeline Initial  Capabilities Insight Motivation New  Knowledge  and Skills Real World  Application Accountability Increased  Capabilities McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved Copyright   2000 Personnel Decisions International Corporation. All Rights Reserved.  What Were the Most Useful Factors  in the Coaching You Received?  Handling  organizational  General  politics encouragement 7% 7% Understanding  organizational  objectives 7% Clear, direct  feedback 36% Advice on handling  situations 20% A new perspective 23% McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 8­12 ... © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 8 8 8­9 Why It’s Important for Practitioners to Understand  360º Feedback, continued • Effective leaders seem to have a broad  set of well­developed leadership ... this type of evaluation • Describes the leadership behaviors  needed to achieve organizational goals  (if it’s built around an organization's  competency model) • May be one of the best sources of “how” feedback for leadership ... Inability to build and lead a team • Inability to develop or adapt McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 8 10 8 11 The Development Pipeline Initial  Capabilities Insight Motivation