Leadership Behavior for better leadership

Leadership

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

2. How to Be Directive: Skills and
Power Bases
Skills, Traits,
and Sources
of Power
Technical
and
professional
competence
Legitimate
Power
Resource/
connection power
Expert
Power
Communicatio
n Skills
Self-confidence
and assertiveness

3. How to Be Directive: Skills and
Power Bases
Skills, Traits,
and Sources
of Power
Technical
and
professional
competence
Legitimate
Power
Resource/
connection power
Expert
Power
Communicatio
n Skills
Self-confidence
and assertiveness

4. Effects of Directive Leadership
•Directive leadership is often combined with
supportive behavior in most effective form
•Effects on followers are strongly influenced
by situational and follower characteristics

5. Impact of Directive Leadership
Follower Benefits:
•Role clarity
•Clear expectations
•Satisfaction with work
and supervisor
•Satisfaction with
organization
•Lower stress
•Increased performance
Organizational Benefits:
•Increased cohesiveness &
harmony
•High quality relations
among group members
•Reduction of intentions to
quit
•Group arousal focused on
achieving organizational
goals
•Improved efficiency
and/or effectiveness

6. Situations Where Directiveness
may or may not be Effective
1)Followers view themselves as capable and experienced
individuals who desire to work independently w/o supervision.
2)Followers are members of a large work group and must
coordinate their activities w/one another to be successful.
3)The leader has a high degree of expertise and is supportive.
4) Followers work where clear plans, procedures, goals exist &
feedback comes directly from computer.
5)Followers work in cohesive group whose members have little
or no desire to meet leader’s performance goals.
6) Followers work on tasks that require specific procedures.
7) Followers are new at job & need guidance from leader
8) Followers work in autonomous groups whose members are
highly trained and experienced and help one another.

7. Types of Participate Leadership
Behavior
Participativ
e
Leadership
Behaviors
Consulting with
Individuals
Obtaining
information from
followers
Delegation
Consulting with
Groups
Asking for
opinions about
alternatives
Joint decision
making with
followers

8. Participative Leadership
vs Directive Leadership
•Participative leadership deals with making
decisions.
•Directive leadership most often deals with
executing a decision once it has been made.
•A leader can be participative by consulting
employees during the decision-making phase,
yet still be directive by following up closely on
progress toward the ends that have been
mutually decided on. Used together, PL & DL
can be an effective leadership approach.

9. How to Be Participative: Skills
and Power Bases
Skills, Traits,
and Sources
of Power
Listening
Skills
Legitimate
Power
Resource/
connection power
Expert
Power
Conflict
Management
Skills
Self-monitoring
Skills

10. How to Be Participative: Skills
and Power Bases
Skills, Traits,
and Sources
of Power
Listening
Skills
Legitimate
Power
Resource/
connection power
Expert
Power
Conflict
Management
Skills
Self-monitoring
Skills

11. Reasons Participative Leadership
Works with Followers
•Allows reflection on issues that affect them
•Provides opportunity to utilize untapped talents
which satisfies need for competence and self-
fulfillment
•Make significant contributions to a valued group,
thereby satisfying needs for self esteem and
accomplishment
•Contributes to motivation and commitment to
decisions

12. Situations Where Participation
may or may not be Effective
1)Followers are working on tasks that are very important for
organization’s success.
2)Followers’ acceptance and commitment are needed to
successfully implement a decision.
3)Followers’ work tasks are highly predictable and repetitive with
no variation in the methods for completion.
4)The leader must make an emergency decision immediately with
very little time to gather input and information.
5)The leader and followers work in an environment that is
extremely uncertain and rapidly changing.
6) Followers are highly competent and possess knowledge and
information to make an effective decision.
7)An extensive set of written rules, regulations, and procedures
exist to direct followers .
8)Followers have high needs for independence and seek
opportunities for achievement and self-fulfillment.

13. Types of Supportive Leadership
Behavior
Supportive
Leadership
Behaviors
Showing concern
for followers
needs
Being friendly,
informative, and
encouraging
Being
sympathetic to
other’s problems
Being
considerate and
understanding
Helping
followers
develop abilities
and careers
Showing
trust and
respect

14. Why Supportive Leadership is
Effective
Supportive leadership behavior works because:
•They satisfy people’s needs to be liked and
appreciated by others, to be respected as capable
and valuable, and to be continually improving;
and
•Supportiveness helps keep a group together by
promoting cohesion among members and keeping
individuals from becoming alienated

15. How to Be Supportive: Skills
and Power Bases
Skills, Traits,
and Sources
of Power
Technical
and
professional
competence
Reward
Power
Referent
Power
Expert
Power
Communicatio
n Skills
Interpersona
l Skills

16. How to Be Supportive: Skills
and Power Bases
Skills, Traits,
and Sources
of Power
Technical
and
professional
competence
Reward
Power
Referent
Power
Expert
Power
Communicatio
n Skills
Interpersona
l Skills

17. Situations Where Supportiveness
may or may not be Effective
1)Followers are under high stress while trying to complete a dangerous
task.
2)Followers are new to the job and are unsure of their abilities and
positions.
3)Followers are small group of counselors in a student services dept. of a
state university.
4)Followers are very opinionated and stubborn in their point of view.
5) Followers are a large group (over 30) who work at widely varying tasks
at different locations.
6) Tasks require creativity and new learning with much competition and
possible conflict with other groups.
7) Work involves designing & testing computer programs. Personnel is
highly trained and competent and obtain a great deal of satisfaction
from their work

18. Types of Reward Leadership
Behavior
Reward
Leadership
Behaviors
Recommendation
s for Rewards
Salary or Wage
Increase
Informing the boss
about outstanding
performance
Pleasant Job
Assignments
Compliments
High
Performance
Evaluation

19. Types of Punishment Leadership
Behavior
Punishmen
t
Leadership
Behaviors
Unpleasant Job
Assignment
Reduced Privileges
Extra work
Verbal Reprimand
Fines for Rule
Violation
Low
Performance
Evaluation

20. How to Reward and Punish:
Skills and Power Bases
Skills, Traits,
and Sources
of Power
Accurate
monitoring
and
measuring of
follower’s
performance
Legitimate
Power
Coercive Power
Reward
Power
Preference for
making their
own decisions
and taking
responsibility
Self-confidence
Connection/
re-source
Power

21. Rewards will be most effective
when:
•They are highly valued by follower
•They are large enough for follower to expend the
effort
• Received immediately after the desired behavior
•Followers believe the leader is sincere and
rewards will be received
•Tied to high performance
•Awarded consistently and fairly

22. Punishments will be most
effective when:
•They are directed toward the behavior not the person
•Done in private
•Done in low key, unemotional manner
•Leader takes direct responsibility for the punishment
—does not attribute to someone else
•Promptly follows undesirable behavior or poor
performance
•Consistent with similar undesirable behaviors or
performances
•Accompanied by information on improvement

23. Situations Where
Reward/Punishment may or may
not be Effective
1)The leader controls rewards that are important to
followers and has a reputation for administering those
rewards in a fair and impartial manner.
2)Followers are highly skilled design engineers doing
complex work but good performance measures have not
been developed.
3)Leader held in high esteem by followers & leader has
rewarded them in the past. Recently, followers have
refused to follow the leader’s direction on two consecutive
assignments resulting in poor performance.
4)Followers’ job performance is a direct result of their
effort on the job.