Chapter Four Leadership Behaviors, Attitudes, and Styles © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives Explain the key leadership dimensions of initiating structure and consideration. Describe at least five task-oriented leadership behaviors and attitudes. Describe at least five relationship-oriented leadership attitudes and behaviors. Explain how leaders use 360-degree feedback to improve their performance. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (cont’d) Describe the autocratic and participative leadership styles. Present the case for the entrepreneurial style of leadership and for gender differences in leadership style. Determine how to choose the most appropriate leadership style. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

An Effective Leader … is one who helps group members attain productivity, including high quality and customer satisfaction, as well as job satisfaction. Effective leadership is measured using: -Objective data: sales, production, safety, cost-cutting, etc. -Subjective data: ratings, surveys, Board of Director reviews © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Two Classic Dimensions of Leadership Behavior Consideration: the degree to which one is trusting and supportive; a warm and personal management style Initiating Structure: the degree to which one is task-oriented; a more procedural management style © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Leadership Behavior-Consideration This leader is friendly, approachable, looks out for the personal welfare of the group, keeps the group abreast of new developments, and does small favors Proven to improve job satisfaction, satisfaction with the leader, worker motivation, and leader effectiveness © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Leadership Behavior- Initiating Structure This leader assigns specific tasks, specifies procedures to be followed, schedules work, and clarifies expectations for team members Proven to increase job performance, group performance, and organization performance, as well as satisfaction. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Figure 4-1 Four Combinations of Initiating Structure and Consideration © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Table 4-1 Task-Related Leadership Attitudes and Behaviors © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Table 4-2 Relationship-Oriented Attitudes and Behaviors © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

360-Degree Feedback A formal evaluation of superiors based on input from people who work for and with them, including customers and suppliers Focus on Consideration Behaviors, e.g., interpersonal skills, approachability, etc. Often referred to as multisource feedback or multirater feedback Most often used for leadership and management development © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Figure 4-2 Example of 360-Degree Feedback Chart © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Leadership Style = Behaviors + Attitudes The relatively consistent pattern of behavior that characterizes a leader Often based on the dimensions of initiating structure and consideration Examples: “She’s a command-and-control type,” “He’s a consensus-builder.” © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Types of Leadership Style Participative Autocratic Entrepreneurial © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Participative Style Encourages teamwork and participation Shares decision with group members Employs consultative behavior Emphasizes consensus-building Allows for democratic decision-making Can lead to macro management or “laissez-faire” style © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Autocratic Style Retains authority for self Makes decisions confidently Assumes group members will comply Not concerned with popularity Highly task-oriented Can be effective in certain situations © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Entrepreneurial Style Driven to achieve and willing to take risks Uses enthusiasm and charisma to persuade Pushes self and group members to seize an opportunity Can transfer to group a feeling of hurry and impatience © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Entrepreneurial Style (cont’d) Works tenaciously to achieve the vision Dislikes and deemphasizes rules, regulations, and bureaucracy Prefers dealing with external customers rather than employees Looks toward future © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Leadership Grid™ Styles The Leadership Grid™ is a framework for specifying the extent of a leader’s concern for production and people Benchmark Leadership Grid styles include: Authority-Compliance (9,1) Country Club Management (1,9) Impoverished Management (1,1) Middle-of-the-Road Management (5,5) Team Management (9,9) © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Summary Two major dimensions of leader behavior are initiating structure and consideration Many task-related attitudes and behaviors, as well as relationship-related attitudes and behaviors of effective leaders have been identified Servant leaders are committed to serving others rather than achieving their own goals © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Summary (cont’d) 360-degree feedback is commonly used today to provide leaders with feedback on their attitudes and behaviors There are several distinct leadership styles including participative, autocratic, and entrepreneurial © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Summary (cont’d) Male-female differences in leadership style have been observed Managers should diagnose the situation and then choose the appropriate leadership style to match © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.