1. Types of Directive Leadership Behavior
Guiding and structuring followers’ activities
Defining roles and communication patterns
Motivating and conveying expertise
Directive Leadership Behaviors
Planning, scheduling, and assigning responsibilities
This slide shows all of the activities associated with directive leadership. A leader would probably not use all these directive behaviors in a situation where drectiveness is needed, but would likely select those directive behaviors that seem appropriate in the situation.
Non directive leaders are hesitant about specifying who, what, and how followers are to accomplish their tasks. Non directive leaders make suggestions only when asked by followers, and they often let followers do the work any way they think best. While this approach can be effective with highly trained and motivated followers, many situations require some type of direction from the leader.
Directive behavior alters followers’ information, understanding, and ability to accomplish tasks. Directiveness can improve followers performance capabilities by eliminating wasted effort and focusing attention on effective work methods and key aspects of task performance. Goal setting is a proven technique for directive leaders to motivate follower performance.
Too much directiveness or directiveness applied in the wrong situations can create follower resentment and eventually cause grievances, absenteeism, and turnover.
Monitoring and following up on assignments
Clarifying expectations, goals, and work methods

2. How to Be Directive: Skills and Power Bases
Self-confidence and assertiveness
Communication Skills
Technical and professional competence
Skills, Traits, and Sources of Power
Two skills are especially important for directive leadership: communication and and technical expertise.
Communication skills as Directive leader behavior tool:
Essential to specify how workers are to accomplish tasks.
Provide feedback on their performance.
Defining and clarifying roles.
Motivate followers by communicating desired behaviors and incentives to performance.
Explain rules and procedures.
Expert Knowledge as Directive Leader behavior tool:
Necessary for planning, scheduling, and assigning responsibilities.
Necessary to help followers accomplish tasks.
Personal Traits:
Self-confidence (includes high self-esteem, being decisive, and believing in one’s abilities)
Assertiveness helps leader be directive in problem solving
Experience to provide knowledge necessary for guiding and structuring tasks.
Expert Power
Legitimate Power
Resource/connection power

3. How to Be Directive: Skills and Power Bases
Self-confidence and assertiveness
Communication Skills
Technical and professional competence
Skills, Traits, and Sources of Power
Required Power Sources:
Legitimate power - necessary because followers’ compliance is based on belief that the leader has the right to provide direction, and followers are obligated to comply.
Expert power - helps because directive leader needs high level of knowledge, skill, and ability for performing tasks. Enables leader to make effective plans and strategies, solve problems, and achieve task objectives. When followers depend on leader for advice and guidance, leader’s directive behavior effectiveness is enhanced.
Resource/connection power - enables leaders to provide followers with data and supporting information to justify their direction. When followers see that a leader’s directions are justified by clear evidence of past performance, they are more likely to view the direction as helpful.
Expert Power
Legitimate Power
Resource/connection power

4. Effects of Directive Leadership
Directive leadership is often combined with supportive behavior in most effective form
Effects on followers are strongly influenced by situational and follower characteristics
Follower and situational characteristics typically do not change the direction of the impact of directiveness, merely the magnitude. For example, a worker on a highly structured task will see little need for directive leadership. Therefore directiveness will have a smaller impact (although still positive) on this follower’s satisfaction than one with a less structured task.

5. Impact of Directive Leadership
Follower Benefits:
Role clarity
Clear expectations
Satisfaction with work and supervisor
Satisfaction with organization
Lower stress
Increased performance
Organizational Benefits:
Increased cohesiveness & harmony
High quality relations among group members
Reduction of intentions to quit
Group arousal focused on achieving organizational goals
Improved efficiency and/or effectiveness
Role clarity - one of most important psychological effects. When leader provides information about expectations or guides a follower’s work methods, the leader is providing a clear picture for the follower of what needs to be done. This relieves a follower’s uncertainty and tension and they know exactly how to behave. Leader is providing structure for the follower.
Satisfaction - Relief of uncertainty and providing structure lead to higher satisfaction with job and supervisor. HOWEVER, studies done on directive leadership which included punitive, autocratic, and authoritarian dimensions have shown decreases in follower satisfaction.
Stress & Burnout - When directive leadership is composed of providing information, expertise, and guidance and combined with supportiveness, stress and burnout are reduced for followers.
Group cohesion - Directive leaders who are not arbitrarily punitive, autocratic, or authoritarian tend to have highly cohesive groups, which usually leads to higher performance.
Results - In large organizations with several levels of management, directive leaders tend to receive higher merit ratings than non-directive leaders. Especially true under time constrained conditions such as manufacturing. Less true in human services organizations. Usually have higher performing, more productive followers than non-directive leaders.

6. Situations Where Directiveness may or may not be Effective
1) Followers view themselves as capable and experienced individuals who desire to work independently w/o supervision.
2) Followers are members of a large work group and must coordinate their activities w/one another to be successful.
3) The leader has a high degree of expertise and is supportive.
4) Followers work where clear plans, procedures, goals exist & feedback comes directly from computer.
5) Followers work in cohesive group whose members have little or no desire to meet leader’s performance goals.
6) Followers work on tasks that require specific procedures.
7) Followers are new at job & need guidance from leader
8) Followers work in autonomous groups whose members are highly trained and experienced and help one another.
Situations 2,3,6, and 7 are examples where followers typically need and respond favorably to directive behaviors.
In situations 1 and 5 , directive leadership has the opposite effect. In these situations, followers simply do not want any information or guidance and may become uncooperative.
In situations 4 and 8, the need for directive leadership is replaced byguidance from members of work group.

7. Types of Participate Leadership Behavior
Consulting with Groups
Consulting with Individuals
Asking for opinions about alternatives
Participative Leadership Behaviors
Obtaining information from followers
PL includes all of the behaviors shown in this model. Notice PL can be interactions with groups or interactions with individuals. It includes consultation about different alternatives produced by the leader or asking a group or other individuals to assist with that part of the problem solving process. Participative leadership at the extreme is delegation where the leader may help shape the issue, but turns its resolution over to a group or individual, who then has the responsibility and hopefully the authority and resources to address it.
Joint decision making with followers
Delegation

8. Participative Leadership vs Directive Leadership
Participative leadership deals with making decisions.
Directive leadership most often deals with executing a decision once it has been made.
A leader can be participative by consulting employees during the decision-making phase, yet still be directive by following up closely on progress toward the ends that have been mutually decided on. Used together, PL & DL can be an effective leadership approach.

9. How to Be Participative: Skills and Power Bases
Self-monitoring Skills
Conflict Management Skills
Listening Skills
Skills, Traits, and Sources of Power
Before we even begin talking about skills, we must mention a trait absolutely critical to successful participative leadership: integrity. Followers will trust information, believe the leader will behave consistently with the group’s values, will be loyal and committed to the group, and will participate with the leader and other members in problem solving and decision making for the group’s benefit when the leader has integrity. Without it, all of the converses will probably be true.
Self monitoring skills allow the leader to adapt their behavior based on social cues from the environment. They learn from the feedback they receive from others and develop an understanding of how their behavior affects others.
Obviously, listening skills are important in a participative environment. Careful attention, concentration, the ability to hear between the words, and verbal and non-verbal feedback are important.
Conflict resolution is necessary when two or more individuals or groups have interests or goals that seem inconsistent or incompatible. It is important to determine the source of the conflicts and address them proactively.
Expert Power
Legitimate Power
Resource/connection power

10. How to Be Participative: Skills and Power Bases
Self-monitoring Skills
Conflict Management Skills
Listening Skills
Skills, Traits, and Sources of Power
Legitimate power is important for gaining follower’s confidence in the participative process. Followers need to know the leader has the authority to invite their involvement in making decisions, and be in a position to implement the decision once it is reached. If they are uncertain about the authority they are unlikely to actively participate in the process.
Resource/connections - a leader who can provide ample resources reduce conflicts among members who may be competing for them. When that competition is removed, followers can concentrate on problem solving and decision making.
Expert power is important to help the leader facilitate participation through knowledge, skill, and ability. The more important the decision, the more likely the leader’s expertise will play a role in the successful participative process.
Expert Power
Legitimate Power
Resource/connection power

11. Reasons Participative Leadership Works with Followers
Allows reflection on issues that affect them
Provides opportunity to utilize untapped talents which satisfies need for competence and self-fulfillment
Make significant contributions to a valued group, thereby satisfying needs for self esteem and accomplishment
Contributes to motivation and commitment to decisions

12. Situations Where Participation may or may not be Effective
1) Followers are working on tasks that are very important for organization’s success.
2) Followers’ acceptance and commitment are needed to successfully implement a decision.
3) Followers’ work tasks are highly predictable and repetitive with no variation in the methods for completion.
4) The leader must make an emergency decision immediately with very little time to gather input and information.
5) The leader and followers work in an environment that is extremely uncertain and rapidly changing.
6) Followers are highly competent and possess knowledge and information to make an effective decision.
7) An extensive set of written rules, regulations, and procedures exist to direct followers .
8) Followers have high needs for independence and seek opportunities for achievement and self-fulfillment.
Situations 1,2,5,6 and 8 are examples where followers typically need and respond favorably to participative behaviors.
In situations 3 and 4 , participative leadership has the opposite effect. In these situations, followers simply do not want any information or guidance and may become uncooperative.
In situations 7 the need for participative leadership is replaced by written rules and guidelines.

13. Types of Supportive Leadership Behavior
Being considerate and understanding
Showing concern for followers needs
Helping followers develop abilities and careers
Supportive Leadership Behaviors
Being friendly, informative, and encouraging
Supportive leadership behavior include all of the above.
Supportive leader behavior is common in effective leadership and has been well documented in industrial, military, educational, human service, and governmental organizations. Its popularity with leaders results from its importance in establishing and maintaining the well-being of followers and groups.
Showing trust and respect
Being sympathetic to other’s problems

14. Why Supportive Leadership is Effective
Supportive leadership behavior works because:
They satisfy people’s needs to be liked and appreciated by others, to be respected as capable and valuable, and to be continually improving; and
Supportiveness helps keep a group together by promoting cohesion among members and keeping individuals from becoming alienated

15. How to Be Supportive: Skills and Power Bases
Interpersonal Skills
Communication Skills
Technical and professional competence
Skills, Traits, and Sources of Power
Communication skills as supportive leader behavior tool:
Effectively convey their ideas and feelings, listen actively, and elicit ideas and feelings from their followers.
Be responsive to followers’ task-related problems, complaints, and personal problems.
To indicate how much followers are valued .
Interpersonal Skills as supportive leader behavior tool:
Through positive, friendly interpersonal relations, leader supports followers, cooperates with them, develops trust with them, and assists them.
Provides social support when followers are upset or under pressure.
Shows appreciation and takes interest in followers’ lives.
Sociable leaders enjoy spending time on a regular basis with each follower. Maintain positive cheerful disposition, said to be easy to get along with, show consideration and trust towards others.
Expertise as supportive leader behavior tool:
Must have expertise to provide training and development.
Supportive resource in solving problems
Provide useful feedback on performance
Increases leader’s confidence and willingness to support followers.
Expert Power
Reward Power
Referent Power

16. How to Be Supportive: Skills and Power Bases
Interpersonal Skills
Communication Skills
Technical and professional competence
Skills, Traits, and Sources of Power
In addition to developing specific skills, supportive leaders also work at developing three different power bases from which they can effectively apply their leadership skills: expert, referent, and reward
Expert power helps leaders support followers by providing knowledge, skill and ability in performing important tasks and solving problems. The more important the follower’s problem, the greater the likelihood the leader will have to rely on expert power. Effective leaders use expert power to support followers by providing needed knowledge, being available as a source of technical advice, helping individuals solve job problems, providing explanations of processes, and referring followers to needed sources of information or assistance.
Leaders whose personality, accomplishments, and integrity cause followers to admire and identify with them acquire referent power. When leaders have referent power, followers attribute favorable motives to the leaders, they want their leaders’ approval, and they interpret small, insignificant behaviors by the leader as supportive (e.g. smile, or other friendly gesture).
Reward power can be used to provide needed resources, a better work schedule, a larger expense account, or advice to for followers. Therefore supportive leaders should work toward acquiring reward power.
Expert Power
Reward Power
Referent Power

17. Situations Where Supportiveness may or may not be Effective
1) Followers are under high stress while trying to complete a dangerous task.
2) Followers are new to the job and are unsure of their abilities and positions.
3) Followers are small group of counselors in a student services dept. of a state university.
4) Followers are very opinionated and stubborn in their point of view.
5) Followers are a large group (over 30) who work at widely varying tasks at different locations.
6) Tasks require creativity and new learning with much competition and possible conflict with other groups.
7) Work involves designing & testing computer programs. Personnel is highly trained and competent and obtain a great deal of satisfaction from their work
Favorable environments: 1,2,3, & 6. They reflect a need for supportiveness that can enhance or increase leadership effectiveness.
Decrease or neutralize: 4 & 5. Indicate followers who may resist or are immune to the positive effects of supportiveness. When supportive behaviors are present, they will likely produce little or no impact in follower reactions. May be subject to other types of influence.
Replacement of followers’ need for supportiveness: Environment 7. When workers find tasks especially satisfying and basis for high follower commitment and performance, little supportiveness from leader is necessary.

18. Types of Reward Leadership Behavior
Pleasant Job Assignments
Recommendations for Rewards
Reward Leadership Behaviors
Salary or Wage Increase
Compliments
The early psychological research suggested a specific behavior will increase in frequency if it is followed by a reward. A corollary is that a behavior which is not followed by a reward or is followed by a punishment will decrease in frequency.
Managers in high performance organizations make a conscious effort to reward any action of organizational members that are valuable to the organization. Tangible and intangible rewards that they control help satisfy followers’ needs for recognition, self-esteem, achievement, security, and physical necessities.
A simple pat on the back or complement are powerful rewards because they can be used frequently and on the spot with no time delay. Providing meaningful rewards to followers when they perform well also gives them the information and incentives they need to effectively direct their own behavior.
High Performance Evaluation
Informing the boss about outstanding performance

19. Types of Punishment Leadership Behavior
Unpleasant Job Assignment
Verbal Reprimand
Punishment Leadership Behaviors
Fines for Rule Violation
Reduced Privileges
Leader punishment behaviors provide aversive outcomes or remove desirable outcomes when followers hinder achievement of organizational goals.
When leaders punish followers for rule violations, lack of effort, or poor performance, they provide followers with useful information on what behaviors the leader does not want.
Low Performance Evaluation
Extra work

20. How to Reward and Punish: Skills and Power Bases
Self-confidence
Accurate monitoring and measuring of follower’s performance
Preference for making their own decisions and taking responsibility
Skills, Traits, and Sources of Power
Connection/re-source Power
Leaders who prefer to make their own decisions are often inclined to use rewards to influence followers. These traits are often accompanied by a high amount of self-confidence.Their leadership experience helps them develop these traits and helps them do their own assessments.
Reward power is used to encourage certain follower behaviors and performance. Tangible vs. intangible rewards.
Coercive power is used to influence behavior through punishment behaviors. Use of punishments can be limited by union agreements and organizational reward systems, policies,or procedures that define when employees will receive rewards or that require time-consuming formal approvals by upper management.
Connections/resource power is effective when followers recognize leaders have cultivated contacts with higher level managers. Leaders often develop extensive networks of in the organization to provide the political influence they may need to obtain approval for tangible rewards.
Reward Power
Legitimate Power
Coercive Power

21. Rewards will be most effective when:
They are highly valued by follower
They are large enough for follower to expend the effort
Received immediately after the desired behavior
Followers believe the leader is sincere and rewards will be received
Tied to high performance
Awarded consistently and fairly

22. Punishments will be most effective when:
They are directed toward the behavior not the person
Done in private
Done in low key, unemotional manner
Leader takes direct responsibility for the punishment—does not attribute to someone else
Promptly follows undesirable behavior or poor performance
Consistent with similar undesirable behaviors or performances
Accompanied by information on improvement

23. Situations Where Reward/Punishment may or may not be Effective
The leader controls rewards that are important to followers and has a reputation for administering those rewards in a fair and impartial manner.
Followers are highly skilled design engineers doing complex work but good performance measures have not been developed.
Leader held in high esteem by followers & leader has rewarded them in the past. Recently, followers have refused to follow the leader’s direction on two consecutive assignments resulting in poor performance.
Followers’ job performance is a direct result of their effort on the job.
Items 1,4, and 7 are ones in which reward behavior would be effective.
Items 3 & 8 are appropriate for punishment behavior because follower behavior requires correction and followers are likely to respond to punishment in a reasonable mature manner.
Items 2,5, and 6 describe situations in which neither reward not punishment behaviors by the leader is likely to be effective. Either the leader is unable to do a good job at evaluating performance or followers are motivated by other factors that can replace the need for leader’s rewards and punishments.