1. Chapter 5: Attending to Tasks & Relationships

2. Chapter Objectives
Explain the task and relationship styles of leadership.
Describing the use of task and relationship leadership in practice.

3. Discussion Questions
What are some of the tasks you must attend to as a leader?
Does that affect your ability to handle relationships?
Do you spend more time on tasks or dealing with relational issues when you lead? Why?

4. The Fundamentals of Leadership
Introduction
We all have unique habits regarding our balance of work and play.
We have similarly unique balances of task- and relationship-oriented behaviors.
All of us exhibit a blend of both task and relationship behaviors in leadership, but most prefer one style over the other.

5. Task-Oriented Style Task-oriented people are goal oriented
They want to achieve.
Their work is where they find meaning.
Reaching a goal is a positive expression of who they are.

6. Relationship-Oriented Style
Relationship-oriented people find meaning in being rather than in doing.
Instead of seeking out tasks, relationship-oriented people want to connect with others.
They have strong orientation in the present and find meaning in the moment.

7. These Style Affect Leadership
Most leadership falls in the middle of the continuum between task and relationship orientation.

8. The Fundamentals of Leadership
Task Leadership
Task leadership behaviors facilitate goal accomplishment.
The leader initiates structure:
Organizes work
Defines responsibilities
Schedules work activities

9. Task Leadership
The leader engages in production orientation, which stresses
The production and technical aspects of the job
The focus is on how the job will be done

10. The Fundamentals of Leadership
Task Leadership
Leaders will always be required to exhibit some degree of task behavior.
This depends on the leader’s personal style and the needs of the situation.

11. Relationship Leadership
Relationship leadership behaviors help subordinates feel comfortable with themselves, with each other, and with the situation.
They include:
Consideration behaviors
Employee orientation
Concern for people

12. Relationship Leadership
Consideration behavior builds:
Camaraderie
Respect
Trust
Regard between leaders and followers

13. Relationship Leadership
An employee orientation involves:
Taking an interest in workers as human beings
Valuing their uniqueness
Giving special attention to their personal needs

14. Relationship Leadership
A concern for people involves:
Building trust
Providing good working conditions
Maintaining a fair salary structure
Promoting good social relations

15. Relationship Leadership
Relationship leadership behavior is about three things:
Treating followers with dignity and respect
Building relationships and helping people get along
Making the work setting a pleasant place to be

16. Task & Relationship Leadership
Which student perspective on task and relationship styles do you identify with the most?
Task and relationship leadership behaviors are inextricably tied together.
A leader’s challenge is to integrate the two in an optimal way.
Understanding your personal styles of work and play can provide a better recognition of your leadership.

17. What Kind of Leader Is Needed?
When followers feel uncertain about their roles and responsibilities and want tasks to be clarified, task leadership is important.
When followers want to be affiliated or connected to others more than they want direction, relationship leadership is important.
Effective leaders recognize and adapt to followers’ needs.

18. Leadership Snapshot: Mick Wilz
Wilz’ unique relationship-oriented approach made the most difference.
Wilz is dyslexic and finds reading, writing, and spelling to be very difficult.
Because of his difficulties, Wilz relies heavily on visual communication, which was one reason he decided to inform employees about the redesign by showing, rather than telling them.
Wilz’s struggles and achievements have made him a more compassionate boss. “Because I had a difficult time when I was young, I believe in treating others as I would like to have been treated. I give employees second chances because I know what its like to struggle,” Wilz says.

19. Case Study: From Two to One
Using ideas from the chapter, describe Dan’s and Asher’s styles of leadership.
How will Asher’s employees, who are used to being able to manage themselves in their own way, respond to Dan’s task-oriented style?
How will Dan’s employees, who are used to being given clear direction and procedures, respond to Asher’s more relationship-oriented style?
If you were an employee at Co-Ed Cleaners, whom would you want Mark to let go? Explain your choice.

20. Summary
We all have preferences when it comes to work based on task & relationships.
Our style preferences inform our leadership.
Understanding your personal styles of work & play can provide a better recognition of your leadership.