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MGT 450 – Spring, 2016 Class 4 – Chapter 3 Effective Leadership Behavior.

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1 MGT 450 – Spring, 2016 Class 4 – Chapter 3 Effective Leadership Behavior

2 Learning Objectives After studying this chapter, you should be able to: Understand how leader behavior can be described with either broad or specific categories. Understand why task and relations behaviors are important for leadership effectiveness. Understand why change-oriented behaviors are important for effective leadership. Understand how specific types of tasks and relations behaviors can be used effectively. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 3-2

3 Broad Behavior Categories The Three Broadly Defined Behavior Categories Task Behavior Relations Behavior Change-Oriented Behavior Other Broad Behavior Categories Participative Leadership Transformational Leadership Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 3-3

4 TASK AND RELATIONSHIP BEHAVIORS TASK ORIENTED Initiating work to be done Assigning tasks Maintaining standards Deadlines Goal emphasis Performance results RELATIONS ORIENTED Consideration Supportive – listening to or defending subordinate Accepts suggestions Treats subordinates as equals Interpersonal

5 Task oriented behaviors Organize work activities to improve efficiencies Plan short-term operations Clarify what results are expected Set specific goals and standards for task performance Resolve immediate problems that would disrupt work.

6 Relations-Oriented Behaviors Provide support & encouragement to someone with a difficult task Socialize with people to build relationships Recognize contributions & accomplishments Keep people informed about actions affecting them Encourage mutual trust and cooperation among members of the work unit

7 Change Oriented Behaviors A change-oriented leader is one who is not set in his ways; instead, s/he challenges the status quo, investigating what new goals the group can try to reach and coming up with innovative ways to reach those goals. A change-oriented leader is also one who is ready to adapt the group's way of doing things at any given time, in response to market demand, employee feedback, or an emergency or crisis situation.

8 CHANGE ORIENTED BEHAVIORS Monitors external environment to detect opportunities & threats Studies competitors and outsiders to get ideas for improvements Encourages others to see problems or opportunities in new ways Encourage and facilitate collective learning in the team or organization Develop innovative strategies linked to core competencies Experiment with new approaches to achieving objectives

9 Effective Use of Specific Task and Relations Behaviors Planning Work Activities Clarifying Roles and Objectives Monitoring Operations and Performance Supportive Leadership Developing Subordinate Skills Providing Praise and Recognition Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 3-9

10 Guidelines for Action Planning Short term planning of work activities means deciding what to do, how to do it, who will do it, and when it will be done. Identify necessary action steps Identify optimal sequence of action sterps Estimate time necessary to carry out each step Estimate start times and deadlines Estimate cost factor Determine who is accountable for what Develop procedures for monitoring progress.

11 Clarifying Roles and Objectives Clarifying is the communication of plans, policies, role expectations, and deliverables Clearly explain an assignment Explain the reasons for the assignment Insure understanding of the assignment Provide necessary instruction Explain priorities for different objectives or responsibilities Set specific goals and deadlines for important tasks

12 Guidelines for Monitoring Operations & Performance Monitoring involves gathering information about the operation of the manager’s organizational unit, the performance of subordinates, the quality of products or services, and the success of projects or programs Identify and measure key indicators of performance Measure progress against plans and budgets Develop independent sources of information Observe operations directly Encourage reporting of problems & mistakes Use information from monitoring to guide other behaviors

13 Supportive Leadership Supportive leadership shows consideration, acceptance and concerns for the feelings and needs of other people Show acceptance and positive regard Provide sympathy and support when the person is anxious or upset Bolster the person's self-esteem and confidence Be willing to help with personal problems

14 Developing Subordinate Skills Includes several managerial practices that are used to increase a subordinate’s KSAs and facilitate job adjustment and career development – all designed to help the company advance its business objectives. Helps identify ways to improve performance Provide helpful career advice Encourage attendance at trlevant training activities Mentoring Coaching

15 Praise & Recognition “I can go two weeks on a good compliment”. - Mark Twain Involves giving praise and showing appreciation to others for effective performance, significant achievements and important contributions to organizational success Actively search for contributions top recognize “Atta-Boy” & “Atta-Girl” costs nothing to give and generates strong positive reactions; Recognize efforts that failed – provided the efforts are teachable events Recognize improvements in performance Recognize in a timely manner Use appropriate forms of recognition

16 End of Class 4 Homework: Re-read Chapter 3 Read Chapter 4 Teams 1 & 2 prepare for Chapter 2 case study

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