1. Leadership Behaviors, Attitudes, and Styles
CHAPTER:-4
BY: Air Commodore (RETD) ANWAR SAEED

2. An Effective Leader
… is one who helps group members attain productivity, including high quality and customer satisfaction.
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3. 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
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4. Five Questionnaire Items to Measure Consideration Factor
Do personal favors for people in the group work
Treat all people in the work group as your equal
Be willing to make changes
Backup what people under you do
Do little things to make it pleasant to be a member of the staff
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5. 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
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6. Five Self Assessment Items to Measure Initiating Structure
Try out your own new ideas in the work group
Encourage the slow working people in the group to work harder
Emphasize meeting deadlines
Meet with the group at regularly scheduled times
See it to that people in the workgroup are working up to capacity
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7. Four Combinations of Initiating Structure and Consideration (Fig 4.1)
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8. Task-Related Leadership Attitudes and Behaviors
Adaptability to the situation
Effective leaders adapt to the situation
Direction setting
Given that a major responsibility of leadership is to produce change, the leader must set the direction of that change
High performance standards
Effective leaders consistently hold group members to high standards of performance.
Risk taking and a bias for action
A bias for action rather than contemplation has been identified as a characteristics of successful organization
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9. Task-Related Leadership Attitudes and Behaviors
Hands-on guidance and feedback
You will recall that technical competence and knowledge of the business are important leadership characteristics
Stability of performance
Effective leaders are steady performers, even under heavy workloads and uncertain conditions
Ability to ask tough questions
There are many times when leaders can be effective by asking tough questions rather than providing answers
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10. Relationship-Oriented Attitudes and Behaviors
Aligning and mobilizing people
Getting people pulling in the same direction and working together smoothly is a major inter personal challenge
Concert building and collaboration
The leader's role of concert building involves both aligning and mobilizing in a manner similar to an orchestra leader
Creating inspiration and visibility
Inspiring others is an essential leadership practice
Satisfying higher-level needs
To inspire people, effective leaders motivate people by satisfying higher level needs, such as need for achievement , a sense of belonging, recognition, self esteem and a feeling of control on ones life
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11. Relationship-Oriented Attitudes and Behaviors
Giving emotional support and encouragement
Supportive behavior toward team members usually increases leadership effectiveness
Promoting principles and values
A major part of top leader's role is to help promote values and principles that contribute to the welfare of individuals and organizations
Being a servant leader
Your desire to help others is another important workplace value
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12. Servant Leadership Place service before self-interest
Listen first to express confidence in others
Inspire trust by being trustworthy
Focus on what is feasible to accomplish
Lend a hand
Provide tools
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13. 360-Degree Feedback
A formal evaluation of superiors based on input from people who work for and with them
Often referred to as multisource feedback or multirater feedback
Most often used for leadership and management development
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14. A 360-Degree Feedback Chart (Fig 4.2)
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15. Leadership Style
The relatively consistent pattern of behavior that characterizes a leader
Often based on the dimensions of initiating structure and consideration
Examples: “He’s a real command-and-control type,” “she’s a consensus leader.”
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16. Participative Leadership
Participative leaders share decision making with group members
Three subtypes:
Consultative leaders confer with group members
Consensus leaders strive for consensus among group members
Democratic leaders confer final authority to the group
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17. Autocratic Leadership
Autocratic leaders retain most of the authority for themselves
Autocratic leaders make decisions confidently, assume that group members will comply, and are not overly concerned with group members’ attitudes toward a decision
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18. Autocratic Leadership
Autocratic leaders retain most of the authority for themselves
Autocratic leaders make decisions confidently, assume that group members will comply, and are not overly concerned with group members’ attitudes toward a decision
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19. Leadership Grid Styles
The Leadership Grid simultaneously specifies concern for production and concern for people
Leadership Grid styles include:
Authority-Compliance
Country Club Management
Impoverished Management
Middle-of-the-Road Management
Team Management
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20. Entrepreneurial Leadership
Strong achievement drive and sensible risk-taking
High degrees of enthusiasm and creativity
Tendency to act quickly when opportunity arises
Constant hurry combined with impatience
Visionary perspective
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21. Entrepreneurial Leadership
Dislike of hierarchy and bureaucracy
Preference for dealing with external customers
Eye on the future
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22. 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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23. Selecting the Best leadership
REFER TO TABLE 4.3 on page#126
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24. THE END