MGT 450 – Spring, 2017 Class 4 – Chapter 3 Effective Leadership Behavior

Select a Leader Whom You Admire Relatives Sports Religion High School/College Business Politics Fraternal groups (e.g. Boy/Girl Scouts) Historical Social Entertainment Other These are people who are successful in advancing the objectives of the organization through effective leadership

LEADERSHIP VIDEO Dr. Daniel Goldman talks about Steven Jobs http://www.bing.com/videos/search?q=youtube+- +Daniel+Goleman+%2b+leadership+%2b+Steve+Jobs&&view=detail& mid=2EC0AE05BADFDC8A8D322EC0AE05BADFDC8A8D32&rvsmid=C7 2BECB4A9D6811620E2C72BECB4A9D6811620E2&FORM=VDQVAP&fs scr=0

After studying this chapter, you should be able to: Learning Objectives After studying this chapter, you should be able to: Understand how leader behavior can be described with either broad or specific categories. Understand why task and relations behaviors are important for leadership effectiveness. Understand why change-oriented behaviors are important for effective leadership. Understand how specific types of tasks and relations behaviors can be used effectively. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Broad Behavior Categories The Three Broadly Defined Behavior Categories Task Behavior Relations Behavior Change-Oriented Behavior Other Broad Behavior Categories Participative Leadership Transformational Leadership Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

TASK AND RELATIONSHIP BEHAVIORS TASK ORIENTED Initiating work to be done Assigning tasks Maintaining standards Deadlines Goal emphasis Performance results RELATIONS ORIENTED Consideration Supportive – listening to or defending subordinate Accepts suggestions Treats subordinates as equals Interpersonal

Task oriented behaviors Organize work activities to improve efficiencies Plan short-term operations Clarify what results are expected Set specific goals and standards for task performance Resolve immediate problems that would disrupt work.

Relations-Oriented Behaviors Provide support & encouragement to someone with a difficult task Socialize with people to build relationships Recognize contributions & accomplishments Keep people informed about actions affecting them Encourage mutual trust and cooperation among members of the work unit

Change Oriented Behaviors A change-oriented leader is one who is not set in his ways; instead, s/he challenges the status quo, investigating what new goals the group can try to reach and coming up with innovative ways to reach those goals. A change-oriented leader is also one who is ready to adapt the group's way of doing things at any given time, in response to market demand, employee feedback, or an emergency or crisis situation.

CHANGE ORIENTED BEHAVIORS Monitors external environment to detect opportunities & threats Studies competitors and outsiders to get ideas for improvements Encourages others to see problems or opportunities in new ways Encourage and facilitate collective learning in the team or organization Develop innovative strategies linked to core competencies Experiment with new approaches to achieving objectives

Participative Leadership Participative / Empowering / Democratic Leadership Leadership decision procedures that allow other people to have some influence over decisions important to the group Reflects a strong concern for relations objectives May involve subordinate participation in: Task objectives, e.g. plan work procedures Relation objectives, e.g. how to improve employee benefits Change objectives, e.g. identify innovative new initiatives

Transformational Leadership a.k.a. Visionary or Inspirational or Charismatic leadership Usually includes: Relationship behaviors, e.g. supporting and developing Change oriented behaviors, e.g. articulating an appealing vision and encouraging innovative thinking Other behaviors that are difficult to classify, e.g. leading by example, making self-sacrifice to the team or organization

Effective Use of Specific Task and Relations Behaviors Planning Work Activities Clarifying Roles and Objectives Monitoring Operations and Performance Supportive Leadership Developing Subordinate Skills Providing Praise and Recognition Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Guidelines for Action Planning Short term planning of work activities means deciding what to do, how to do it, who will do it, and when it will be done. Identify necessary action steps Identify optimal sequence of action steps Estimate time necessary to carry out each step Estimate start times and deadlines Estimate cost factor Determine who is accountable for what Develop procedures for monitoring progress.

Clarifying Roles and Objectives Clarifying is the communication of plans, policies, role expectations, and deliverables Clearly explain an assignment Explain the reasons for the assignment Insure understanding of the assignment Provide necessary instruction Explain priorities for different objectives or responsibilities Set specific goals and deadlines for important tasks Talking to others as if they were mature adults

Guidelines for Monitoring Operations & Performance Monitoring involves gathering information about the operation of the manager’s organizational unit, the performance of subordinates, the quality of products or services, and the success of projects or programs Identify and measure key indicators of performance Measure progress against plans and budgets Develop independent sources of information Observe operations directly Encourage reporting of problems & mistakes Use information from monitoring to guide other behaviors

Supportive Leadership Supportive leadership shows consideration, acceptance and concerns for the feelings and needs of other people Show acceptance and positive regard Provide sympathy and support when the person is anxious or upset Bolster the person's self-esteem and confidence Be willing to help with personal problems

Developing Subordinate Skills Includes several managerial practices that are used to increase a subordinate’s KSAs and facilitate job adjustment and career development – all designed to help the company advance its business objectives. Help identify ways to improve performance Provide helpful career advice Encourage attendance at relevant training activities Mentoring Coaching Help to re-think the enterprise (Critical Thinking)

Praise & Recognition “I can go two weeks on a good compliment” Praise & Recognition “I can go two weeks on a good compliment”. - Mark Twain Involves giving praise and showing appreciation to others for effective performance, significant achievements and important contributions to organizational success Actively search for contributions top recognize “Atta-Boy” & “Atta-Girl” costs nothing to give and generates strong positive reactions; Recognize efforts that failed – provided the efforts are teachable events Recognize improvements in performance Recognize in a timely manner Use appropriate forms of recognition

Practical Leadership Exercise For the last seven years you have been a member of a production department team whose task is to assemble electronic wiring components to automobiles under construction on the assembly line. You are close friends with many of your teammates, enjoy sporting activities together, are involved with family activities of each other, and get along well. You and your colleagues are union members and are paid well under the hourly compensation plan. Because of your excellent work, you have been selected to become the first line shift supervisor (leader) which includes your old teammates and one other team. This position is an exempt, salaried, non-union position and you are expected to successfully lead this team in the achievement of its production goals. The position pays 20% more than your hourly position, which was a strong factor in your decision to accept the job. During your first week on the job, you have noticed an uncomfortable degree of coolness of your former colleagues towards you and your new position. You want to understand what is happening and how to best address this situation. Identify the problems associated with your new position? What are some recommended courses of action?

End of Class 4 Homework: Re-read Chapter 3 Read Chapter 4 Teams 1 & 2 prepare for Chapter 2 case study