1. LEADERSHIP BEHAVIORS AND PROCESSES
CHAPTER TWO
LEADERSHIP BEHAVIORS AND PROCESSES
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2. 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.
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3. 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.
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4. 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 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?
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5. 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.
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6. Supportive Leadership Behavior
-Concern for well-being of followers
-Being friendly and informative
-Two-way communication
-Follower development
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7. Directive Leadership Behavior
-Assign followers to specific tasks
-Explain methods and expectations
-Specify rules and regulations
-Provides structure
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8. Participative Leadership Behavior
-One on one meetings
-Gathers input from all
-Group decision-making
-Empowerment
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9. Leader Reward and Punishment Behavior
-Uses tangible and intangible rewards
-Motivation of followers
-Based on performance (most effective)
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10. Charismatic Leadership Behavior
-Communicates a vision
-Arouses followers needs
-Confidence in themselves and followers
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11. “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

12. 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

13. 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
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14. 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

15. History of Leadership Study
Great Man theory (before 1900): Leaders are born, not made.
Trait theories ( ): 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

16. Leadership in Action: Dwight E. Eisenhower.
In pairs read through the Leadership in Action on p. 27.
Based on what you read on pp , 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.

17. 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
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18. 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
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19. 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.
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20. 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.
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21. 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.
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22. 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.
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23. 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

24. 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

25. 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

26. 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

27. 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
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28. 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

29. 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

30. 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