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

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

Five Questionnaire Items to Measure Consideration Factor 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

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

Five Self Assessment Items to Measure Initiating Structure 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 Preston University

Four Combinations of Initiating Structure and Consideration (Fig 4.1) Preston University

Task-Related Leadership Attitudes and Behaviors Adaptability to the situation Effective leaders adapt 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 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 Preston University

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 Preston University

Relationship-Oriented Attitudes and Behaviors Aligning and mobilizing people Getting people pulling in the same direction and working together smoothly is a major inter personal challenge 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 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

Relationship-Oriented Attitudes and Behaviors Giving emotional support and encouragement Supportive behavior toward team members usually increases leadership effectiveness Promoting principles and values 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

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 Preston University

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 Preston University

A 360-Degree Feedback Chart (Fig 4.2) Preston University

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-and-control type,” “she’s a consensus leader.” Preston University

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 Preston University

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 Preston University

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 Preston University

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 Preston University

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 Preston University

Entrepreneurial Leadership Dislike of hierarchy and bureaucracy Preference for dealing with external customers Eye on the future Preston University

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. Preston University

Selecting the Best leadership REFER TO TABLE 4.3 on page#126 Preston University

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