1. © Prentice Hall 2006 CHAPTER FIVE DIRECTIVE LEADERSHIP BEHAVIOR 5-1

2. © Prentice Hall 2006 Learning Objectives  Describe directive leadership and give examples of directive leadership behaviors.  Explain why directive leadership is important for individual followers and groups.  Explain why directive leaders do not need to be authoritarian, autocratic or punitive to be effective.  Describe some of the personal traits, skills, and sources of power that leaders need to develop in order to be effective directive leaders. After reading this chapter, you should be able to do the following: 5-2

3. © Prentice Hall 2006 Learning Objectives (cont.)  Identify organizational factors which can encourage or discourage leaders from being directive.  Describe the major impacts directive leadership has on followers’ psychological reactions and behaviors.  Identify organizational situations where directive leadership is especially effective.  Identify situations where directive leadership is probably not effective.  Explain how leaders can modify situations to make their directive leadership more effective. After reading this chapter, you should be able to do the following: 5-3

4. © Prentice Hall 2006 Directive Leadership 5-4 Directive leadership involves leader activities that guide and structure the actions of group members.

5. © Prentice Hall 2006 Types of Directive Leadership Behavior Directive Leadership Behaviors Planning, scheduling, and assigning responsibilities Planning, scheduling, and assigning responsibilities Guiding and structuring followers’ activities Guiding and structuring followers’ activities Motivating and conveying expertise Motivating and conveying expertise Clarifying expectations, goals, and work methods Clarifying expectations, goals, and work methods Monitoring and following up on assignments Monitoring and following up on assignments Defining roles and communication patterns Defining roles and communication patterns 5-5

6. © Prentice Hall 2006 Avoiding Ineffective Directive Leadership Leader directive behavior may result in inefficiency and ineffectiveness if provided without the appropriate context and other needed information. Timing and prior feedback are important.  Some tasks require structure and guidance during the goal-setting stage.  Some tasks require clarification and performance feedback during execution.  Some followers need guidance to relate their work to that of other employees. 5-6

7. © Prentice Hall 2006 Skills, Traits and Sources of Power for Effective Directive Leadership Skills, Traits & Sources of Power for Effective Directive Leadership Legitimate Power Legitimate Power Self-Confidence and Assertiveness Self-Confidence and Assertiveness Resource/Connection Power Resource/Connection Power Communication Skills Communication Skills Expert Power Expert Power Technical & professional Competence Technical & professional Competence 5-7

8. © Prentice Hall 2006 Major Effects of Directive Leadership ORGANIZATIONAL BENEFITS Increased cohesiveness & harmony High quality relations among group members Reductions of intentions to quit Group arousal focused on achieving organizational goals Improved efficiency and/or effectiveness FOLLOWER BENEFITS Role clarity Clear expectations Satisfaction with work and supervisor Satisfaction with organization Lower stress Increased performance 5-8

9. © Prentice Hall 2006 Situational Factors that Enhance the Effectiveness of Directive Leadership SITUATIONAL FACTORS THAT INCREASE THE EFFECTIVENESS OF DIRECTIVE LEADERSHIP SITUATIONAL FACTORS THAT INCREASE THE EFFECTIVENESS OF DIRECTIVE LEADERSHIP FOLLOWER CHARACTERISTICS FOLLOWER CHARACTERISTICS TASK CHARACTERISTICS TASK CHARACTERISTICS High need for achievement Desire for role clarity High need for achievement Desire for role clarity Stressful task Task interdependence Direct communication between customers & followers Highly structured task Stressful task Task interdependence Direct communication between customers & followers Highly structured task ORGANIZATIONAL & GROUP CHARACTERISTICS ORGANIZATIONAL & GROUP CHARACTERISTICS Large group size Bureaucratic organization Positive group production norm Leader with high expertise Leader who is supportive Large group size Bureaucratic organization Positive group production norm Leader with high expertise Leader who is supportive 5-9

10. © Prentice Hall 2006 Situational Factors that Neutralize Effectiveness of Directive Leadership SITUATIONAL FACTORS THAT DECREASE EFFECTIVENESS OF DIRECTIVE LEADERSHIP SITUATIONAL FACTORS THAT DECREASE EFFECTIVENESS OF DIRECTIVE LEADERSHIP Cohesive group of followers with a low performance norm Cohesive group of followers with a low performance norm Highly structured task Highly structured task High follower experience, ability, or need for independence High follower experience, ability, or need for independence 5-10

11. © Prentice Hall 2006 Situational Factors that Substitute for Directive Leadership SITUATIONAL FACTORS THAT REPLACE THE NEED FOR DIRECTIVE LEADERSHIP SITUATIONAL FACTORS THAT REPLACE THE NEED FOR DIRECTIVE LEADERSHIP Organizational formalization Organizational formalization Large number of years with leader Large number of years with leader Predictable flow of work or routine and repetitive work Predictable flow of work or routine and repetitive work Autonomous work groups or team operations Autonomous work groups or team operations Feedback directly from task Feedback directly from task 5-11

12. © Prentice Hall 2006 Process Model of the Directive Leadership Process LEADER DIRECTIVENESS Guiding & structuring follower activities Defining roles & communication patterns Clarifying expectations and work methods Planning, scheduling, & assigning responsibilities Monitoring & following up on assignments Motivating & conveying expertise FOLLOWER/GROUP PSYCHOLOGICAL REACTIONS Role clarity* Satisfaction with supervision and job* Intrinsic satisfaction with work* Lower job stress & burnout Group cohesion FOLLOWER BEHAVIORS AND OUTCOMES Department & organization effectiveness Increased individual & group performance High merit ratings for leaders Reduced intentions to quit 5-12 SITUATIONAL FACTORS INCREASING LEADER EFFECTIVENESS Enhancers Dissatisfying or stressful job Low follower self-confidence, insecurity, or self-esteem Follower expectations or high growth needs Structured work task Complex creative task External group conflict New or cohesive group Organization formalization Organization mission Authoritarian supervisor Substitutes Importance placed on organizational rewards Intrinsically satisfying tasks Task feedback SITUATIONAL FACTORS DECREASING LEADER EFFECTIVENESS Neutralizers High task structure (satisfaction) Cohesive group with low performance norms High follower experience High follower ability High follower need for independence * These psychological reactions and outcomes showed the most improvement from directive leadership.

13. © Prentice Hall 2006 Applying the Model of Directive Leadership 1. Are followers’ work tasks highly structured or stressful? 2. Do followers have a high need for clarity & guidance in their work roles? 3. Do followers belong to a large work group? 4. Is the organization highly bureaucratic? 5. Does the leader have a high degree of task expertise, or is the leader highly supportive? 6. Do followers have a high need for achievement? If “yes” to one or more of these questions, then leaders’ directive behaviors will probably be effective. 1. DIAGNOSING THE SITUATION Leaders also act to:  Alleviate pressures, strict regulations, and other stresses on followers  Create autonomous work groups or team structures when appropriate  Design jobs so followers receive performance feedback directly from the work tasks  Encourage reliance on other followers who have many years’ experience with the leader  Encourage development of high performance norms 3. MODIFYING FOLLOWERS & SITUATIONS Leaders demonstrate directive behaviors with followers by:  Defining leader and follower roles  Establishing follower goals for quantity, quality, and timeliness of performance  Planning and scheduling work  Establishing communication patterns  Monitoring and following up on assignments  Motivating followers to improve performance  Training or coaching followers in new work skills or techniques 2. PROVIDING DIRECTIVE LEADERSHIP 5-13