2. Leadership Behavior Pertemuan 15 & 16 Matakuliah: L0244 – Psikologi Kepemimpinan Tahun: 2010

3. Introduction One way to differentiate leaders is to look at results. A key distinguisher between an effective and ineffective leader is their everyday behavior. –Leadership behavior can be observed. –Certain traits, values, or attitudes may contribute to effective performance of some leadaership behaviors. Two other factors that influence leadership behavior are the followers and the situation. Bina Nusantara University 3

4. Why Study Leadership Behavior? Many leaders either cannot build teams or get results, or do not realize the negative impact of their behavior. Leadership behaviors are a function of intelligence, personality traits, emotional intelligence values, attitudes, interests, knowledge, and experience. Over time, leaders learn and discern the most appropriate and effective behaviors. –Individual difference and situational variables play a pivotal role in a leader’s actions. Bina Nusantara University 4

5. The Building Blocks of Skills Bina Nusantara University 5

6. The Early Studies Ohio State University: Developed the Leader Behavior Description Questionnaire (LBDQ) and identified two independent dimensions of behaviors: –Consideration –Initiating structure These dimensions were independent continuums. University of Michigan: Identified two dimensions contributing to effective group performance: –Job-centered dimensions –Employee-centered dimension These dimensions were at opposite ends of a single continuum. Bina Nusantara University 6

7. The Early Studies (continued) Bina Nusantara University 7

8. Alternative Conceptualizations of Leadership Behavior Alternative conceptualizations are concerned with: –Identifying key leadership behavior. –Determining if these behaviors have positive relationships with leadership success. –Developing those behaviors related to leadership success. Leadership Grid: Profiles leader behavior on two dimensions: –Concern for people –Concern for production The most effective leaders are said to have high concern for both people and for production. Bina Nusantara University 8

9. The Leadership Grid Figure Bina Nusantara University 9

10. Organizational Competency Models Every organizational competency model falls into four major categories: –Intrapersonal and interpersonal skills. –Leadership and business skills. The Hogan and Warrenfelz model: –Allows people to see connections between various competency models. –Makes predictions concerning level of difficulty in changing various leadership behaviors and skills. –Points out what behaviors leader must exhibit to be effective. Bina Nusantara University 10

11. Leadership Competency Model for Executives at Waste Management 11

12. Community Leadership Community leadership: Process of building a team of volunteers to accomplish some important community outcome. Community leaders do not have position power, and they also have fewer resources and rewards. Three competencies needed to successfully drive community change efforts: –Framing –Building social capital –Mobilization Bina Nusantara University 12

13. The Components of Community Leadership Bina Nusantara University 13

14. Assessing Leadership Behavior: Multirater Feedback Instruments 360-degree (multi-rater feedback) tools allow managers to get accurate information about how others perceived their on-the-job behaviors. Questionnaire construction very important. Leaders who received 360-degree feedback had higher performing work units. 360-degree feedback systems can add tremendous value when used for development purposes. Bina Nusantara University 14

15. Multirater Feedback Instruments (continued) The key to high observer ratings is to develop a broad set of leadership skills that help groups accomplish goals. Research shows that it is possible to change others’ perceptions of a leader’s skills over time. –Leaders must set development goals and commit to a development plan to improve skills. Societal or organizational culture, race, and gender play key roles in the accuracy and utility of the 360-degree feedback process. Bina Nusantara University 15

16. Sources for 360-Degree Feedback Bina Nusantara University 16

17. Example of 360-Degree Feedback Bina Nusantara University 17

18. Managerial Derailment Managerial derailment: Individuals who at one time were on the fast track but now had their careers derailed. Patterns of derailment: –Inability to build relationships. –Failure to meet business objectives. –Inability to lead and build a team. –Inability to adapt. –Inadequate preparation for promotion. Bina Nusantara University 18

19. Themes in Derailment Research 19

20. Why Change Behavior? Changing behavior, especially long-standing patterns of behavior, can be quite difficult. Learning how to change your own and others’ behaviors is a key leadership skill. Knowing how to change and modify follower’s behaviors is also important. Bina Nusantara University 20

21. Development Planning Insight about development needs is important. Development plans that address the skills identified as having the highest payoffs need to be built. A written plan seems to aid in the continuance of development. Good development plans capitalize upon on-the-job experiences to hone needed leadership skills. Leaders can build accountability by: –Having different people provide ongoing feedback on the action steps taken to develop a skill. –Periodically reviewing progress on development plans with the boss. Bina Nusantara University 21

22. The Development Pipeline Bina Nusantara University 22

23. Sample Individual Development Plan 23

24. Coaching Coaching: Process of “equipping people with the tools, knowledge, and opportunities needed to develop and become more successful.” –Informal coaching: Takes place whenever a leader helps followers to change their behaviors. –Formal coaching: Programs provide a services similar to those of informal coaching for executives and managers in leadership positions. Bina Nusantara University 24

25. The Five Steps of Informal Coaching Bina Nusantara University 25

26. What Were the Most Useful Factors in the Coaching You Received? Bina Nusantara University 26

27. The Power of Coaching Bina Nusantara University 27

28. Mentoring Mentoring: Personal relationship in which a more experienced mentor acts as a guide, role model, and sponsor of a less experienced protégé. –Informal mentoring –Formal mentoring Leadership practitioners should look for opportunities to build mentoring relationships with senior leaders whenever possible. Bina Nusantara University 28

29. Summary Leaders can benefit from the leadership behavior research in several ways. Research has helped to identify factors that can cause high- potential managers to fail. Research shows that some managers seem to be able to change on their own after gaining insight on how their behavior affects others. Leaders can create development plans for themselves. Leaders can also help followers with behavioral change through coaching and mentoring programs. Bina Nusantara University 29

30. Reference Hughes., Ginnett., & Curpy. (2009). Leadership: Enhancing The Lesson of Experience. 6 eds. McGraw-Hill. Boston. Bina Nusantara University 30