1. Chapter 12 Building Effective Relationships

2. Leader Effectiveness and Adaptability Description (LEAD) measures three areas of leader behavior: Style  The behavior pattern that a person exhibits when attempting to influence the activities of others – as perceived by those others. Style Range or Flexibility  The extent to which leaders are able to vary their leadership styles. Style Adaptability  The degree to which leaders are able to vary their style appropriately to the demands of a given situation.

3. 4 Basic Leadership Styles S1 – tell someone what to do and watch the person closely S2 – explain what you want somebody to do and permit the person to ask clarifying questions S3 – share ideas with people and support their efforts S4 – turn over the responsibility to someone to “run with the ball”

4. LEAD Self vs. LEAD Other LEAD Self measures self-perception of how an individual behaves as a leader. LEAD Other reflects the perceptions of a leader’s followers, supervisors, and peers or associates. LEAD Profile gives leaders an opportunity to see if there is a significant difference between how they perceive their own leadership style and how others in the environment perceive their style.

5. Situational Leadership Adaptability implies that the effective leader is able to use the right style at the right time. Situational Leadership suggests the high probability leadership styles for various readiness levels, and also indicates the probability of success of the other styles if the leader is unwilling or unable to use the “desired” style.  Note ability and willingness (flexibility) as important factors.  Most leaders can learn to use all four basic leadership styles S1 TELLINGS2 SELLING S3 PARTICIPATINGS4 DELEGATING

6. JOHARI WINDOW Developed by Joseph Luft and Harry Ingram Framework used to analyze LEAD Self and LEAD Other data and feed it back to participating managers. Used to depict “leadership personality” which includes self-perception and the perception of others. Leaders engage in some attitudes and behaviors that they themselves know about (known to self) - Includes their knowledge of the way they are coming across Part of the leader’s personality is “unknown to self” – areas where the leader is unaware of how they are coming across to others (possible lack of feedback or leader has not been alert enough to pick up feedback).

7. More about the Johari Window: Public Arena – known to self and known to others Blind Arena – unknown to self but is known to others Private Arena – known to self but unknown to others Unknown – unknown to self and unknown to others (Freud referred to as subconscious or unconscious)

8. FEEDBACK & DISCLOSURE Two processes affecting the configuration of the four arenas of the Johari Window FEEDBACK – The extent to which others in the organizational setting are willing to share with the leader, to be open, and to level with the leader. DISCLOSURE – The extent to which leaders are willing to share with others information about themselves.

9. Implications for Growth and Development Effective managers at all levels use all of the styles, as appropriate. Effective managers at the lower levels tend to have style profile S1-S2 (Telling/Selling) – emphasis is on productivity – getting the work out. Effective top managers tend to engage in more participating and delegating (S3-S4) – the reason seems to be that as you move up in an organizational hierarchy, the greater is the probability that the subordinates that report directly to you will have a high level of task-relevant readiness. Better than training and development after a new appointment, is having worked for a supervisor who is willing to delegate responsibility and provide on-the-job experience for future higher-level positions.

10. Team Building Leaders can expand their flexibility by carefully choosing the people they gather around them. Leaders can carefully bring in others who complement their leadership style to develop a wider range of styles within the organization. To avoid personality conflict and to increase the likelihood of building on the strength of others, good leaders select subordinates who understand each others’ roles and have the same goals and objectives.

11. Situational Leadership is a vehicle to help leaders and their staff understand and share expectations in their organizational setting. If people know what is expected of them, they can gradually learn to supervise their own behavior and become responsible, self-motivated individuals.