1. 8-1 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.

2. C HAPTER E IGHT Leadership Behavior

3. 8-3 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. The Building Blocks Of Skills Initiating Structure & Consideration Employee & Job-Centered Dimensions The Leadership Grid 360-Degree Feedback Managerial Derailment Self-Defeating Behaviors Coaching & Mentoring Behaviors Intelligence Personality Traits and Preferences Values Interests Motives/Goals KnowledgeExperience Behavior/ Skills/ Competencies

4. 8-4 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Leader Behavior Description Questionnaire Subordinates were asked to rate the leader on the following behaviors:  Lets subordinates know when they’ve done a good job.  Sets clear expectations about performance.  Shows concern for subordinates as individuals.  Makes subordinates feel at ease.

5. 8-5 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Four Categories That Contribute To Effective Group Performance Leader support Interaction facilitation Goal emphasis Work facilitation

6. 8-6 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Sources For 360-degree Feedback Direct Reports 360º Feedback Results Boss SelfPeers

7. 8-7 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Questions Addressed By Recent 360º Feedback Research Does 360º feedback matter? Are self-observer perceptual gaps relevant? Does 360º feedback improve leaders’ ratings over time? Are there meaningful culture, gender or race issues with 360 º feedback?

8. 8-8 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Why It’s Important for Practitioners to Understand 360º Feedback It’s likely that practitioners will receive this type of evaluation. Describes the leadership behaviors needed to achieve organizational goals (if it’s built around an organization's competency model). May be one of the best sources of “how” feedback for leadership practitioners.

9. 8-9 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Why It’s Important for Practitioners to Understand 360º Feedback, continued Effective leaders seem to have a broad set of well-developed leadership skills. Leaders need to create specific goals and development plans in order to improve leadership skills. Leadership behavior can change over time. There are cultural, racial and gender issues.

10. 8-10 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Four Themes in Derailment Research Problems with interpersonal relationships Failure to meet business objectives Inability to build and lead a team Inability to develop or adapt

11. 8-11 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. The Development Pipeline Copyright  2000 Personnel Decisions International Corporation. All Rights Reserved. Insight New Knowledge and Skills Motivation Accountability Real World Application Initial Capabilities Increased Capabilities

12. 8-12 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. What Were the Most Useful Factors in the Coaching You Received?