1. Management of Organizational Behavior Management of Organizational Behavior

2. The LEAD instrument was designed to measure three aspects of leader behavior: 1.Style 2.Style range, or flexibility 3.Style adaptability

3. Leadership Style All leaders have a primary leadership style. This style is defined as the behavior pattern used most often when attempting to influence others. Secondary style is one that is used on occasion. Some may have no secondary style or up to three.

4. Style Range, or Flexibility Style range is the extent to which leaders are able to vary their leadership styles. Some leaders don’t vary their styles thus they are only effective when the situation is compatible with that style. Leaders that can modify their behavior have the potential to be more effective.

5. Low and high flexibility leadership situations Low level situations Low-level managerial Established tasks Little environmental change High level situations High-level managerial Innovative tasks Rapid environmental change

6. Style Adaptability Style adaptability is the degree to which one can vary their style appropriately to the demands of a given situation. A wide style range will not guarantee effectiveness; style range is not as relevant to effectiveness as style adaptability. The wrong style used for any given situation will most likely not be effective. Applying the most appropriate style to the situation is the key for effective leadership.

7. Willingness Learning the four basic styles is not the issue; the question is one of willingness. Once the new styles are learned and applied ironically tend to be most effective due to being learned not innate. Conscious study, practice, and application of new styles results in higher effectiveness due to higher focus rather than innate responses.

8. Readiness Levels and Leadership Styles Readiness“Best” Style“Second-best” style “Third-Best” Style Least Effective Style R1 Low S1 TellingS2 SellingS3 ParticipatingS4 Delegating R2 Low to Moderate S2 SellingS1 Telling or S3 Participating S4 Delegating R3 Moderate to high S3 Participating S2 Selling or S4 Delegating S1 Telling R4 HighS4 DelegatingS3 Participating S2 SellingS1 Telling

9. Choosing the Appropriate Style Success is not entirely predicated on employing the best choice of style for every situation. Success may come from a secondary third or fourth choice if the leader so chooses. Thus it’s not an all or nothing rather more aptly assessing readiness and choosing an appropriate style.

10. The Johari Window Known to SelfUnknown to Self Known to others PublicBlind Unknown to Others PrivateUnknown

11. The Johari Window This tool is used to assess leadership personality(self perception and perception of others)

12. Known to Self Includes their knowledge of the way they are coming across to others and the impact they are having on others.

13. Unknown to Self In some areas leaders are unaware of how they are are coming across to others. Due to a lack of feedback or poor perception by the leader.

14. Known and Unknown to Others These are behaviors and attitudes that that are both known and unknown to others.

15. Feedback The more feedback received by others the larger the public arena becomes and the blind arena becomes smaller.

16. Disclosure There are two types of disclosure 1. How they behave.(observing actions only) 2.Organizationally relevant information about how they think or behave. Thus the more disclosure the larger the public arena and the smaller the private arena.

17. Self-Perception versus Style Self-perception of leadership style can be measured using LEAD Self Leadership style can be measured using LEAD Other. Large discrepancy between self-perception and the way others perceive results in a small public arena. If there is no significant difference between the two then the public arena is large.

18. Is It Too Late? Guilt is the greatest waste of emotional energy due to the feeling resulting from a past action. Focus on what can be done from this point forward. The longer a behavior has been reinforced the longer it will take to change. Start early Be aware of stressors and address their roles

19. Style Profile 1-3 S1 (high task behavior/ low relationship) S3 (high relationship behavior/ low task) A 1-3 combo profile finds that these leaders classify people as theory X or theory Y Thus they are either “For or Against” the leader. They are either “Good or Bad”, “Lazy or self-motivated.” Followers perceive this as well and are aware of where they stand with the leader. Moderate readiness levels R2’s often become self- fulfilling prophecies moving up to R3 or down to R1 status. These leaders do better with low or high readiness people As a problem, the R1’s seldom move up due to a lack of skills developed as part of this cycle.

20. Style Profile 1-4 S1’s (high task/ low behavior) S4’s (low task/ low behavior) The leaders who use primarily these styles tend to classify groups as “Competent- leave alone” -or- “Incompetent -ride you” approaches. These types either tell or delegate. They tend to be effective at crisis interventions and handling organizations with severe problems with limited time. But this type tends to lack the skills to take lower level readiness to a high level. In a evenly split readiness group these leaders will make followers either progress or regress. 1 & 4 are the “risky styles” due to the amount of crisis that can occur if the styles aren’t effective. Example: a low readiness group treated as a S4 leaving people on their own allows for a high probability of deteriorating environment thus problems. As would be the opposite if a high readiness group was managed with a S1 creating much resentment.

21. Style Profile 2-3 S2’s (high task /high relationship) S3’s (low task/high relationship) These types tend to due well with groups of average readiness. However they find difficulty in handling discipline problems and work groups at low levels of readiness. Delegation problem tend to inhibit maximum production. As a whole these types tend to be effective due to most people being a readiness 2 or 3 Thus making the 2-3 group the “safe styles”

22. Style Profile 1-2 S1’s (high task / low relationship) S2’s (high task / high relationship) These types tend to be able to raise and lower their socioemotional support but often fell uncomfortable unless they are “Calling the shots” Examples of these types are sales managers that still love to sell or teachers who have become administrators yet still love to direct student activities. They often project “no one can do things as well as I” Thus often self- fulfilling These types tend to be effective with low to moderate levels of readiness. Also with manufacturing and production and crisis resolution. But these types typically don’t develop others to their full potential.

23. Style Profile 2-4 S2’s (high task / high relationship) S4’s (low task / low relationship) These types tend to not feel secure unless they are providing much of the direction, as well as developing a personal relationship with people in an environment characterized by two-way communication and socioemotional support (high relationships behavior) Delegation is rare and often ill-assigned. The omission of S3 tactics often lead to misinterpretation of low to high task delegations as punishments rather than autonomy.

24. Style Profile 3-4 S3’s (low task / high relationship) S4’s (low task / low relationship) These types are effective at raising and lowering their socioemotional support but feel uncomfortable initiating structure and providing direction. The work well with moderate to high levels of readiness. Not good for decreasing levels or one’s needing direction. They do tend to learn and employ other techniques quickly

25. Style Profiles for Different Levels of Management Top ManagementS3 – S4 Middle ManagementS3 –S4 S1 –S2 Supervisory ManagementS1 –S2

26. Two-Style Profile 1. A basic style that encompasses two of the four possible configuration styles. 2.A basic style and a supporting style. LEAD info is crucial in a effective data study. Wide ranging styles need a shorter time to become effective versus those with a smaller range.

27. “ All effective managers use all of the styles, as appropriate ”

28. Keys to Building a Team Bring others in who will compliment their leadership style rather than replicate. A wide range of styles represents a wide range of problem resolution opportunities. Select those who understand each other’s roles. Share Situational leadership with key followers and clarify what is expected.

29. Contracting for Leadership Style Share Situational Leadership with key staff to enlarge everyone’s public arena. Effective MBO- (Management by objectives program) implementation using the appropriate style in a contractual plan of goals and objectives delegated to key personnel Shared style selection by all parties results in shared results.

30. Readiness Style Match Measures readiness using two dimensions: 1. Ability or job readiness 2. Willingness or psychological readiness Ability status tends to vary little the willingness piece may change quickly and dramatically

31. The Five Steps to Effective Task Accomplishment 1. Establish objectives and performance criteria. 2. Reach agreement on objectives and performance criteria. 3. Introduce Situational Leadership. 4. Complete readiness style match. 5. Meet to share data from Readiness Style Match

32. Summation Three aspects of leadership behavior: 1. Style 2. Style range 3. Style adaptability. LEAD diagnostic instruments for those Three aspects. The Johari Window used to assess self and other’s perception. Two-Style profiles and Contracting Leadership Style process.