1. Chapter Four Leadership Behaviors, Attitudes, and Styles
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2. Learning Objectives
Explain the key leadership dimensions of initiating structure and consideration.
Describe at least five task-oriented leadership behaviors and attitudes.
Describe at least five relationship-oriented leadership attitudes and behaviors.
Explain how leaders use 360-degree feedback to improve their performance.
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3. Learning Objectives (cont’d)
Describe the autocratic and participative leadership styles.
Present the case for the entrepreneurial style of leadership and for gender differences in leadership style.
Determine how to choose the most appropriate leadership style.
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4. An Effective Leader
… is one who helps group members attain productivity, including high quality and customer satisfaction, as well as job satisfaction. Effective leadership is measured using:
-Objective data: sales, production, safety, cost-cutting, etc.
-Subjective data: ratings, surveys, Board of Director reviews
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5. Two Classic Dimensions of Leadership Behavior
Consideration: the degree to which one is trusting and supportive; a warm and personal management style
Initiating Structure: the degree to which one is task-oriented; a more procedural management style
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6. Leadership Behavior-Consideration
This leader is friendly, approachable, looks out for the personal welfare of the group, keeps the group abreast of new developments, and does small favors
Proven to improve job satisfaction, satisfaction with the leader, worker motivation, and leader effectiveness
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7. Leadership Behavior- Initiating Structure
This leader assigns specific tasks, specifies procedures to be followed, schedules work, and clarifies expectations for team members
Proven to increase job performance, group performance, and organization performance, as well as satisfaction.
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8. Figure 4-1 Four Combinations of Initiating Structure and Consideration
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9. Table 4-1 Task-Related Leadership Attitudes and Behaviors
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10. Table 4-2 Relationship-Oriented Attitudes and Behaviors
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11. 360-Degree Feedback
A formal evaluation of superiors based on input from people who work for and with them, including customers and suppliers
Focus on Consideration Behaviors, e.g., interpersonal skills, approachability, etc.
Often referred to as multisource feedback or multirater feedback
Most often used for leadership and management development
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12. Figure 4-2 Example of 360-Degree Feedback Chart
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13. Leadership Style = Behaviors + Attitudes
The relatively consistent pattern of behavior that characterizes a leader
Often based on the dimensions of initiating structure and consideration
Examples: “She’s a command-and-control type,” “He’s a consensus-builder.”
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14. Types of Leadership Style
Participative
Autocratic
Entrepreneurial
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15. Participative Style Encourages teamwork and participation
Shares decision with group members
Employs consultative behavior
Emphasizes consensus-building
Allows for democratic decision-making
Can lead to macro management or “laissez-faire” style
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16. Autocratic Style Retains authority for self
Makes decisions confidently
Assumes group members will comply
Not concerned with popularity
Highly task-oriented
Can be effective in certain situations
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17. Entrepreneurial Style
Driven to achieve and willing to take risks
Uses enthusiasm and charisma to persuade
Pushes self and group members to seize an opportunity
Can transfer to group a feeling of hurry and impatience
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18. Entrepreneurial Style (cont’d)
Works tenaciously to achieve the vision
Dislikes and deemphasizes rules, regulations, and bureaucracy
Prefers dealing with external customers rather than employees
Looks toward future
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19. Leadership Grid™ Styles
The Leadership Grid™ is a framework for specifying the extent of a leader’s concern for production and people
Benchmark Leadership Grid styles include:
Authority-Compliance (9,1)
Country Club Management (1,9)
Impoverished Management (1,1)
Middle-of-the-Road Management (5,5)
Team Management (9,9)
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20. 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.
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21. Summary
Two major dimensions of leader behavior are initiating structure and consideration
Many task-related attitudes and behaviors, as well as relationship-related attitudes and behaviors of effective leaders have been identified
Servant leaders are committed to serving others rather than achieving their own goals
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22. Summary (cont’d)
360-degree feedback is commonly used today to provide leaders with feedback on their attitudes and behaviors
There are several distinct leadership styles including participative, autocratic, and entrepreneurial
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23. Summary (cont’d)
Male-female differences in leadership style have been observed
Managers should diagnose the situation and then choose the appropriate leadership style to match
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.