7-1 Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

7-2 Leadership Behavior “The truth of the matter is that you always know the right thing to do. The hard part is doing it.” Norman Schwartzkopf, U.S. Army Chapter 77

7-3 Introduction One way to differentiate leaders is to look at results. A key distinguisher between an effective and ineffective leader is their everyday behavior. –Leadership behavior can be observed. –Certain traits, values, or attitudes may contribute to effective performance of some leadaership behaviors. Two other factors that influence leadership behavior are the followers and the situation.

7-4 Why Study Leadership Behavior? Many leaders either cannot build teams or get results, or do 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 difference and situational variables play a pivotal role in a leader’s actions.

7-5 The Building Blocks of Skills FIGURE 7.1 The Building Blocks of Skills

7-6 The Early Studies Ohio State University: Developed the Leader Behavior Description Questionnaire (LBDQ) and identified two independent dimensions of behaviors: –Consideration –Initiating structure These dimensions were independent continuums. University of Michigan: Identified two dimensions contributing to effective group performance: –Job-centered dimensions –Employee-centered dimension These dimensions were at opposite ends of a single continuum.

7-7 Alternative Conceptualizations of Leadership Behavior Alternative conceptualizations are concerned with: –Identifying key leadership behavior. –Determining if these behaviors have positive relationships with leadership success. –Developing those behaviors related to leadership success. Leadership Grid: Profiles leader behavior on two dimensions: –Concern for people –Concern for production 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 Reprinted with permission of Grid International

7-9 Organizational Competency Models Every organizational competency model falls into four major categories: –Intrapersonal and interpersonal skills. –Leadership and business skills. The Hogan and Warrenfelz model: –Allows people to see connections between various competency models. –Makes predictions concerning level of difficulty in changing various leadership behaviors and skills. –Points out what behaviors leader 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 Model that shows where leaders should spend time and what they should be learning based on their organizational level Follows the leader’s development as they progress through organizational levels from first line supervisor up through to CEO Can create a roadmap for individuals who want to chart their career progression Organizations can customize to fit their organizational situation using competency models.

7-12 The Leadership Pipeline Organizational LevelCompetency RequirementsTime ApplicationsWork Values Individual contributor Technical proficiency. Using company tools. Build relationships with team members. Meet personal due dates. Arrive/depart on time. Get results through personal proficiency. High-quality work. Accept company values. First-line supervisor Planning projects. Delegating work. Coaching and feedback. Performance monitoring. Annual budget planning. Make time available for followers. Set priorities for team. Get results through others. Success of followers. Success of the team. Midlevel manager Select, train, and manage first- line supervisors. Manage boundaries and deploy resources to teams. Monitor performance of each team. Make time to coach first-line supervisors. 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: Process of building a team of volunteers to accomplish some important community outcome. Community leaders do not have position power, and they also have fewer resources and rewards. Three competencies needed to successfully drive community change efforts: –Framing –Building social capital –Mobilization

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 Behavior: Multirater Feedback Instruments 360-degree (multi-rater feedback) tools allow managers to get accurate information about how others perceived their on-the-job behaviors. Questionnaire construction very important. Leaders who received 360-degree feedback had higher performing work units. 360-degree feedback systems can add tremendous value when used for development purposes.

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.

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 the leadership behavior research in several ways. Research has helped to identify factors that can cause high-potential managers to fail. The Leadership Grid provides 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 allows accomplishment of community oriented goals 360 degree feedback gives leaders feedback useful in improving their performance.