Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 10-1 Chapter 10 Leadership Behavior

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 10-2 Chapter Goals  The goal of this chapter is to explain the significance of studying leadership behavior by exploring early research on it and discussing ways to categorize different leadership behaviors.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 10-3 Advantages to Examining a Leader’s Behavior  Behavior can be observed which makes it easier to measure.  Many people are less defensive about it and feel more in control of it than they do about their personalities or intelligence.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 10-4 Leadership questionnaires  Leadership questionnaires have been developed to measure different leader behaviors in work settings. Examples include:  Leader Behavior Description Questionnaire (LBDQ)  Supervisory Descriptive Behavior Questionnaire (SBDQ)  Leadership Opinion Questionnaire  Leadership Behavior Description Questionnaire – XII

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 10-5 Measuring Leadership Behavior  Alternative Formats for Measuring Leadership Behavior  The Leadership Grid  Coaching Behavior Assessment System (CBAS)  Operant Supervisory Taxonomy and Index (OST)

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 10-6 Managerial derailment  Why do some leaders fail or encounter managerial derailment – Leaders who “were on the fast track, but their careers had derailed?”  Inability to build relationships with co- workers  Failure to meet business objectives

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 10-7 Managerial derailment  Inability to lead and build a team  Inability to adapt to new bosses, businesses, cultures, or structures  Inadequate preparation for promotion  Self-Defeating Behaviors Cont.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 10-8 Common Self-Defeating Behaviors  Procrastination + Suspiciousness  Defensiveness+ Overcommitted  Worrying+ Overly critical  Alienating+ Rigidity  Hostility+ Overcontrolling  Perfectionism+ Inability to trust others

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 10-9 Factors in permanent behavior change  Studies have shown that certain factors contribute to a permanent behavior change. They include:  Having written development plans  Reviewing development with direct supervisor

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide Factors in permanent behavior change  Capitalizing on on-the-job experience  Seeking feedback on progress from others  Having the person’s supervisor held accountable for his/her development Cont.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide Coaching  Coaching – process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more successful.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide Mentoring  Mentoring - structure and series of processes whereby the less- experienced members of an organization develop necessary skills and leaders abilities.