LEADERSHIP BEHAVIORS AND PROCESSES CHAPTER TWO LEADERSHIP BEHAVIORS AND PROCESSES © 2006 Prentice Hall 2-1 ©Prentice Hall 2006

Learning Objectives After reading this chapter, you should be able to do the following: Describe patterns of behavior that leaders frequently exhibit. Identify the effects of specific leader behaviors on followers' psychological reactions and performance. Discuss the impact of situational and follower characteristics on leader effectiveness. © 2006 Prentice Hall 2-2 ©Prentice Hall 2006

Learning Objectives (cont.) After reading this chapter, you should be able to do the following: Explain how leaders can utilize specific types of situational and follower characteristics to increase their effectiveness. Describe the sources of power and influence tactics often used by leaders. Describe the Leadership Process Model for influencing followers’ behavior. © 2006 Prentice Hall 2-3 ©Prentice Hall 2006

Behavior Patterns of Leaders Supportive Leadership Behavior Directive leadership Behavior Participative Leadership Behavior Leader Reward and Punishment Behavior Charismatic Leadership Behavior Read #1,2,3,4,5 on pages 23-24 and discuss. What are a few words that would describe each behavior? Which behaviors would be easiest for you to use? Which might be more difficult to show? © 2006 Prentice Hall

Core Behavior Patterns of Leaders DIRECTIVE Assigns followers specific tasks, explains methods, clarifies expectations, sets goals, and specifies procedures. SUPPORTIVE Shows consideration, acceptance, and concern for the needs and feelings of followers. PARTICIPATIVE Involves followers in making decisions by consulting to get suggestions and ideas. BEHAVIOR PATTERNS OF LEADERS CHARISMATIC Displays high expectations, confidence & competence. Communicates vision with ideological goals which reflect follower needs. REWARD & PUNISHMENT Provides intrinsic and extrinsic benefits. Punishes for unwanted follower behaviors. © 2006 Prentice Hall 2-4 ©Prentice Hall 2006

Supportive Leadership Behavior -Concern for well-being of followers -Being friendly and informative -Two-way communication -Follower development © 2006 Prentice Hall 2-6 ©Prentice Hall 2006

Directive Leadership Behavior -Assign followers to specific tasks -Explain methods and expectations -Specify rules and regulations -Provides structure © 2006 Prentice Hall 2-6 ©Prentice Hall 2006

Participative Leadership Behavior -One on one meetings -Gathers input from all -Group decision-making -Empowerment © 2006 Prentice Hall 2-7 ©Prentice Hall 2006

Leader Reward and Punishment Behavior -Uses tangible and intangible rewards -Motivation of followers -Based on performance (most effective) © 2006 Prentice Hall 2-8 ©Prentice Hall 2006

Charismatic Leadership Behavior -Communicates a vision -Arouses followers needs -Confidence in themselves and followers © 2006 Prentice Hall 2-9 ©Prentice Hall 2006

“Emerging” Leadership Behaviors Boundary Spanning Representing the Group Protecting Members from Outsiders Resolving Conflicts Developing Exchange Relationships with Followers Identifying and Developing Follower Potential Providing Extra Time for Particular Followers “Ingroup” and “Outgroup” Exchanges Followership Building Relationship with the Leader’s own Leader Role Modeling Followership Behavior “Emerging” Leadership Behaviors

The five core leadership behaviors do not represent five kinds of leaders. Rather, leaders use all of the behaviors. But leaders use them in different patterns. They have different leadership styles. Examples (from Chapter 14): Coach Controlling Autocrat Transformational Visionary Servant Leadership Styles

Effects of Leader’s Behavior on Followers LEADER BEHAVIORS FOLLOWERS/GROUP PSYCHOLOGICAL REACTIONS Perceptions Attitudes Feelings Motivations Expectations FOLLOWER BEHAVIORAL OUTCOMES Performance Absenteeism Turnover GROUP AND ORGANIZATIONAL OUTCOMES Business profitability or productivity Games or battles won, etc © 2006 Prentice Hall 2-10 ©Prentice Hall 2006

Leadership Effectiveness Effects on followers’ attitudes and perceptions. Effects on individual followers’ behavior and performance. Effects on group and organizational outcomes. Business profitability or productivity, Games or battles won, etc. Leadership Effectiveness

History of Leadership Study Great Man theory (before 1900): Leaders are born, not made. Trait theories (1904-1950): Inherent traits make leaders effective. Behavior theories (1950s-1970s): Effective leaders use certain behaviors. Situation theories (late 1970s-present): Effective leaders vary their behaviors to fit the situation. Certain inherent traits make it easier for leaders to do this. History of Leadership Study

Leadership in Action: Dwight E. Eisenhower. In pairs read through the Leadership in Action on p. 27. Based on what you read on pp. 23-25, what core leadership behavior patterns did Eisenhower use and how did he exhibit them? Directive leadership Participative leadership Charismatic leadership Reward and Punishment Supportive leadership Directive leadership Participative leadership Charismatic leadership Reward and Punishment Supportive leadership Leadership in Action: Dwight E. Eisenhower.

Summarizing Eisenhower’s Leadership Behaviors & Traits 1. Participative style – Brought a team together of strong-minded leaders who all had a more Directive style of leadership. Gave each leader the opportunity to share their views. 2. Supportive style - Was good at “putting himself in the other person’s shoes”. 3. Was Directive when necessary. 4. Charismatic in vision. 5. Traits exhibited or shown: calm, patient, able to focus, cooperative, adaptable, good communicator © 2006 Prentice Hall 2-9 ©Prentice Hall 2006

Factors That Influence Leader Effectiveness CHARACTERISTICS behaviors traits and skills attitudes & values SITUATIONAL CHARACTERISTICS task group organizational FOLLOWER CHARACTERISTICS abilities and skills attitudes and values needs and motivations © 2006 Prentice Hall 2-12 ©Prentice Hall 2006

Situational Factors that Enhance Leadership Effectiveness Leadership enhancers are situational or follower characteristics that increase the leader's influence on followers 1. Cohesive work groups with strong norms to cooperate with leaders enhance participative leadership. 2. Workers on stressful, dangerous, or dissatisfying job appreciate a supportive leader who shows concern. 3. Directive leadership is needed to organize a large group of workers to prevent potential disunity or factions. © 2006 Prentice Hall 2-13 ©Prentice Hall 2006

Situational Factors that Neutralize Leadership Effectiveness Leadership neutralizers are situational or follower characteristics that can decrease the effectiveness of the leader's influence on followers A large spatial/geographic distance between leaders and followers inhibits leaders from effectively directing followers. Organizational reward systems based on seniority, union contracts, or civil service policies prevent leaders from adequately rewarding the best performers. Senior managers modify or change effective directions by a lower-level manager prevent leaders from having the influence that is needed. © 2006 Prentice Hall 2-14

Situational Factors that Substitute for Leadership Behaviors Some characteristics of followers, their work tasks, or the organization can provide task guidance and incentives to such an extent that they substitute for certain leader behaviors. The leader does not have to monitor or control daily activities. Followers' training and experience may substitute for directive leadership. Interesting and satisfying work tasks may substitute for supportive leadership. Networked computer systems and computer integrated manufacturing can make needed knowledge available and make direction by the leader not as critical. © 2006 Prentice Hall 2-15 ©Prentice Hall 2006

Power, Influence, and Authority Power - the ability of one person to cause another person to do something. Influence - the use of power or power in action. Authority - Authority is a specific type of power. An individual has authority if she has a legitimate right to require another person to do something, usually because the individual with authority holds a certain position. © 2006 Prentice Hall 2-16 ©Prentice Hall 2006

Power, Influence, and Authority Why are these three characteristics important to leadership effectiveness? How do leaders get them? How do they loose them? Do all leaders have to have all three? P. 33 Person- or position based power Position-based power Person-based power Power, Influence, and Authority

Power, Influence, and Authority Types of Power used by Leaders Powers Person-Based Power Expert Power Referent Power- admired Position-Based Power Legitimate Power- leader has the right Position or Person- Based Power Reward Power – obtain rewards Coercive Power – avoid punishment Connection/ Resources Power p. 33 Power, Influence, and Authority

Types of Influence used by Leaders Rational persuasion- logical arguments Apprising-expert power Inspirational appeal- referent, admiration Consultation-help from others Collaboration-using connections/resource Ingratiation – reward power, flattery P.34 Personal appeal – using friendship Exchange – reward, offering something Coalition tactics – like collaboration Legitimizing tactics – using rules, policies or own authority Pressure-demands or threatens using coercive power. Types of Influence used by Leaders

Chapter End Activities Everyone complete Leadership Self- assessment. P. 38 In teams of 4 complete questions 3, 4, 5, and 6. Share as whole class discussion In a team of 4 read the Case Incident and answer the questions. Share as whole class discussion. Chapter End Activities

Leadership Process Model for Influencing Follower Behaviors LEADER BEHAVIORS SITUATIONAL FACTORS THAT INCREASE LEADER EFFECTIVENESS SITUATIONAL FACTORS THAT DECREASE LEADER EFFECTIVENESS FOLLOWER/GROUP PSYCHOLOGICAL REACTIONS Perceptions, Attitudes, Feelings, Motivations and Expectations Enhancers of Leader Behavior Follower characteristics & situational characteristics which increase leaders’ direct influence Neutralizers of Leader Behavior Follower characteristics & situational characteristics which decrease leaders’ direct influence FOLLOWER BEHAVIORAL OUTCOMES Performance, Absenteeism and Turnover Factors that Substitute for Leadership Follower characteristics & situational characteristics that replace the need for leadership by influencing psychological reactions and behavioral outcomes ORGANIZATIONAL OUTCOMES GROUP & ORGANIZATIONAL OUTCOMES Production and Profitability 2-18 ©Prentice Hall 2006

1. Leadership is a process, not a single event or even a series of single events. 2. Leadership behaviors were the major focus of this chapter 3. The leader selects a behavior pattern based on the situation and follower characteristics. 4. The leader may use power sources or influence tactics in carrying out behaviors. CHAPTER 2 SUMMARY

5. The leaders’ behavior immediately affects the feelings, attitudes and motivations of the follower. 6. The follower reactions affect the followers behaviors and performance which also affects group performance. 7. This process also affects situational and follower characteristics that may enhance, neutralize or substitute for a leaders influence. CHAPTER 2 SUMMARY

8. The follower behavioral outcomes also affect the choice of leadership behavior. 9. Thus, this model shows that leaders may influence followers through their own behavior or by modifying situational or follower characteristics. 10. Finally, leaders are the primary source of influence in the leadership model and LEADERSHIP BEHAVIOR IS THE FOCUS OF THE REMAINDER OF THIS COURSE. CHAPTER 2 SUMMARY