Transcript Document

Leadership Behaviors,
Attitudes,
and Styles
CHAPTER:-4
BY: Air Commodore (RETD) ANWAR SAEED
An Effective Leader
… is one who helps group members
attain productivity, including high quality
and customer satisfaction.
Preston University
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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

Preston University
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Five Questionnaire Items to
Measure Consideration Factor
1.
2.
3.
4.
5.
Do personal favors for people in the
group work
Treat all people in the work group as
your equal
Be willing to make changes
Backup what people under you do
Do little things to make it pleasant to be a
member of the staff
Preston University
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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

Preston University
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Five Self Assessment Items to
Measure Initiating Structure
1.
2.
3.
4.
5.
Try out your own new ideas in the work
group
Encourage the slow working people in
the group to work harder
Emphasize meeting deadlines
Meet with the group at regularly
scheduled times
See it to that people in the workgroup are
working up to capacity
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Four Combinations of Initiating
Structure and Consideration
(Fig 4.1)
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Task-Related Leadership
Attitudes and Behaviors

Adaptability to the situation


Direction setting


Given that a major responsibility of leadership is to produce
change, the leader must set the direction of that change
High performance standards


Effective leaders adapt to the situation
Effective leaders consistently hold group members to high
standards of performance.
Risk taking and a bias for action

A bias for action rather than contemplation has been
identified as a characteristics of successful organization
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Task-Related Leadership
Attitudes and Behaviors

Hands-on guidance and feedback
 You
will recall that technical competence and
knowledge of the business are important
leadership characteristics

Stability of performance
 Effective
leaders are steady performers, even
under heavy workloads and uncertain conditions

Ability to ask tough questions
 There
are many times when leaders can be
effective by asking tough questions rather than
providing answers
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Relationship-Oriented
Attitudes and Behaviors

Aligning and mobilizing people


Concert building and collaboration


The leader's role of concert building involves both aligning
and mobilizing in a manner similar to an orchestra leader
Creating inspiration and visibility


Getting people pulling in the same direction and working
together smoothly is a major inter personal challenge
Inspiring others is an essential leadership practice
Satisfying higher-level needs

To inspire people, effective leaders motivate people by
satisfying higher level needs, such as need for achievement
, a sense of belonging, recognition, self esteem and a
feeling of control on ones life
Preston University
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Relationship-Oriented
Attitudes and Behaviors

Giving emotional support and
encouragement


Promoting principles and values


Supportive behavior toward team members usually increases
leadership effectiveness
A major part of top leader's role is to help promote values and
principles that contribute to the welfare of individuals and
organizations
Being a servant leader

Your desire to help others is another important workplace
value
Preston University
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Servant Leadership
Place service before self-interest
 Listen first to express confidence in others
 Inspire trust by being trustworthy
 Focus on what is feasible to accomplish
 Lend a hand
 Provide tools

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360-Degree Feedback
A formal evaluation of superiors based on
input from people who work for and with
them
 Often referred to as multisource feedback
or multirater feedback
 Most often used for leadership and
management development

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A 360-Degree Feedback Chart
(Fig 4.2)
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Leadership Style
The relatively consistent pattern of
behavior that characterizes a leader
 Often based on the dimensions of initiating
structure and consideration
 Examples: “He’s a real command-andcontrol type,” “she’s a consensus leader.”

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Participative Leadership
Participative leaders share decision
making with group members
 Three subtypes:

Consultative leaders confer with group
members
 Consensus leaders strive for consensus
among group members
 Democratic leaders confer final authority to
the group

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Autocratic Leadership
Autocratic leaders retain most of the
authority for themselves
 Autocratic leaders make decisions
confidently, assume that group members
will comply, and are not overly concerned
with group members’ attitudes toward a
decision

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Autocratic Leadership
Autocratic leaders retain most of the
authority for themselves
 Autocratic leaders make decisions
confidently, assume that group members
will comply, and are not overly concerned
with group members’ attitudes toward a
decision

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Leadership Grid Styles
The Leadership Grid simultaneously
specifies concern for production and
concern for people
 Leadership Grid styles include:

Authority-Compliance
 Country Club Management
 Impoverished Management
 Middle-of-the-Road Management
 Team Management

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Entrepreneurial Leadership
Strong achievement drive and sensible
risk-taking
 High degrees of enthusiasm and creativity
 Tendency to act quickly when opportunity
arises
 Constant hurry combined with impatience
 Visionary perspective

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Entrepreneurial Leadership
Dislike of hierarchy and bureaucracy
 Preference for dealing with external
customers
 Eye on the future

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Gender Differences in Leadership
Style


One researcher concluded that men tended
toward a command-and-control style. In
contrast, women tended toward a
transformational style, relying heavily on
interpersonal skills.
While researchers found leadership style
differences between men and women, on the
dimension of overall effectiveness, the sexes
were perceived the same.
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Selecting the Best leadership
REFER TO TABLE 4.3 on page#126
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THE END