1. Effective Leader Behavior
Topic 2
Effective Leader Behavior

2. An Effective Leader
… is one who helps group members attain productivity, by recognizing what they can do to move the organization forward.

3. Introduction
Some leaders have a track record of getting good results across a variety of situations whereas others seem to have difficulties getting work done through others.
Leadership behavior can be observed whereas personality traits, values, or intelligence must be inferred from behavior or measured with tests.

4. Why Study Leadership Behavior?
There are a number of leaders who either do not know what to do and how to do it, or do not realize how their behavior is affecting the people who work for them.
Leadership behaviors are a function of intelligence, personality traits, emotional intelligence values, attitudes, interests, knowledge, and experience.

5. Early Leadership Theories
Trait Theories (1920s-30s)
Research which focused on identifying personal characteristics that differentiated leaders from non- leaders was unsuccessful.
Why?

6. 7 Traits Associated with Effective Leadership
Later research on the leadership process identified seven traits associated with successful leadership:
Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.
Definitive List??

7. Effective Leadership
Leadership research from the late 1940’s to the mid 1960’s concentrated on leader behaviors.

8. THEORIES OF LEADERSHIP
TRAIT THEORY
Characteristics of the individual
University of Iowa Styles: autocratic, democratic, laissez-faire
Continuum of Leader Behaviors
University of Michigan Employee-Centered vs. Job-Centered
Ohio State University Initiating Structure/Consideration
Managerial Grid / Leadership Grid
BEHAVIORAL THEORIES
Contingency Model
Normative Leadership Model
Situational Leadership Theory
Path-Goal Theory
SITUATIONAL THEORY
TRANSFORMATIONAL
LEADERSHIP
Transactional/Transformational Leaders 3 3

9. Early Leadership Theories
Behavioral Theories
University of Iowa Studies (Kurt Lewin)
Identified three leadership styles:
Autocratic style: centralized authority, low participation
Democratic style: involvement, high participation, feedback
Laissez faire style: hands-off management

10. Early Leadership Theories(cont.)
Research findings: mixed results
No specific style was consistently better for producing better performance, but…
Laissez-faire leadership generally is effective only with followers who require little or no direction
Employees were more satisfied under a democratic leader than an autocratic leader

11. CONTINUUM OF LEADERSHIP BEHAVIOR
TANNENBAUM/SCHMIDT
CONTINUUM OF LEADERSHIP BEHAVIOR
Area of Freedom
for Subordinates
Use of Authority
by the Manager / Leader
Boss-
Centered
Leadership
Subordinate
Centered
Leadership 4 4

12. The Early Studies
Much of the most significant initial leader behavior research was conducted at Ohio State University and the University of Michigan.

13. Four Categories That Contribute To Effective Group Performance:
Leader Support
Interaction Facilitation
Goal Emphasis
Work Facilitation

14. University of Michigan Studies
Identified two dimensions of leader behavior:
Employee-Centered or Employee Oriented: emphasizing personal relationships (i.e.,the human relations aspects of the job)
Job-Centered or Production Oriented: emphasizing task accomplishment,production,and the technical aspects of the job , with employees as a means for getting work done

15. Research Findings:
Leaders who are employee oriented are strongly associated with:
1. High group productivity
2. High job satisfaction
3. Improved morale

16. Ohio State Leadership Studies
In 1945, the Bureau of Business Research at Ohio State University undertook the construction of an instrument for describing leadership
A list of nine dimensions or categories of leadership was developed
This list was refined by subsequent researchers
Eventually, consideration and initiating structure have become identified with “the Ohio State” dimensions of leadership

17. Ohio State Studies (Leader Behavior Description Questionnaire)---LBDQ
Subordinates were asked to rate the leader on the following behaviors:
Lets subordinates know when they’ve done a good job
Sets clear expectations about performance
Shows concern for subordinates
Makes subordinates feel at ease

18. Ohio State Studies Identified two dimensions of leader behavior:
Initiating structure: the role of the leader in defining his or her role and the roles of the group members
Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings

19. Dimensions of Leadership Behavior Initiating Structure
Organizing and defining relationships in the group by engaging in such activities as assigning specific tasks, specifying procedures to be followed, scheduling work, and clarifying expectations for team members
Also referred to as production emphasis, task orientation, and task motivation

20. Task-Related Leadership Attitudes and Behaviors

21. Dimensions of Leadership Behavior Consideration
The degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust
Involves being friendly and approachable, looking out for the personal welfare of the group, keeping the group abreast of new developments, and doing small favors for the group

22. Task-Related Leadership Attitudes and Behaviors

23. THE OHIO STATE TWO-DIMENSIONAL MODEL OF LEADER BEHAVIORS
Low Initiating
Structure
High
Consideration
High Initiating
Structure
High
Consideration
High
Consideration
Low Initiating
Structure
Low
Consideration
High Initiating
Structure
Low
Consideration
Low
High
Low
Initiating Structure 5 5

24. Research Findings: mixed results
High-high leaders generally, but not always, achieved high group task performance and satisfaction
Evidence indicated that situational factors appeared to strongly influence leadership effectiveness

25. Evaluative Comment
The Ohio State University and the University of Michigan leadership studies laid the foundation for understanding the difference between successful and unsuccessful leaders. Nevertheless, this information deals more with supervision and management than with visionary and innovative leadership.

26. Evaluative Comment
But in applying to leadership, we need to recognize :
An important implication from the Ohio State and Michigan studies is that effective leaders emphasize high productivity and good personal relationships.

27. The Leadership Grid Leadership Grid
Appraises leadership styles using two dimensions:
Concern for people
Concern for production
Places leadership styles into five categories:
Impoverished management
Task management
Middle-of-the-road management
Country club management
Team management

28. The Leadership Grid

29. The Effect Of Individual Characteristics On Behavior
BEHAVIORAL RANGE
Individual
characteristics
Comfort Zone
Zone of
Discomfort