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

2. 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

3. LEADERSHIP VIDEO Dr. Daniel Goldman talks about Steven Jobs
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4. 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

5. 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

6. 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

7. 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.

8. 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

9. 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.

10. 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

11. 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

12. 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

13. 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

14. 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.

15. 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

16. 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

17. 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

18. 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)

19. 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

20. 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?

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