Chapter 4: Leadership Behaviors, Attitudes, and Styles

Task-related leadership attitudes and behaviors

1. adaptability to the situation 2. direction setting 3. high performance standards 4. concentrating on strengths of group members 5. risk taking and execution of plans 6. hands on guidance and feedback 7. ability to ask tough questions 8. organizing for collaboration

Relationship oriented attitudes and behaviors

1. aligning people 2, openness to worker opinions 3. creating inspiration and visibility 4. satisfying higher level needs 5. giving emotional support and encouragement 6. promoting principles and values 7. being a servant leader

360 degree feedback for fine tuning a leadership approach

a formal evaluation of superiors based on input form people who work for and with them, sometimes including customers and suppliers

Leadership grip

a framework for specifying the extent of a leader's concern for production and people. concern for production includes results, bottom line, performance, profits, and mission. concern for people is rated on the vertical axis.

Problem with 360 degree feedback

an angry subordinate can write an insulting and crushing comment

Consultative leaders

confer with group members before making a decision. however they retain the final authority to make decisions

Important part of the entrepreneurial role

convincing others of the merit of your idea so that they will invest in your company or lend you money.

Consensus leaders

encourage group discussion about an issue and then make a decision that reflects general agreement and that group members will support

Problems with consensus and democratic leaders

extensive and time consuming meetings. too little direction. team members are consulted about trivial things that management could handle. reduce managers power.

360 degree feedback

feedback should emphasize qualitative comments rather than quantitative ratings.

Democratic leaders

final authority on group. take a vote before making a decision

Clarifying your values

inspire trust by being trustworthy. focus on what is feasible to accomplish. lend a hand. provide emotional healing

Imitating structure

organizing and defining relationships in the group by engaging in such activities as assigning specific tasks, specifying procedures to be followed, scheduling work, and clarifying expectations for team members. leaders establish well-defined channels of communication and ways of getting the job done

Choosing a leadership style

rather than searching for the best style of leadership, managers are advised to diagnose the situation and then choose an appropriate leadership style to match.

Autocratic leadership

retain most of the authority. make decisions confidently, assume that group members will comply and are not overly concerned with group members' attitudes toward a decision.

Servant leader

serves constituents by working on their behalf to help them achieve their goals, not the leader's own goals. places service before self-interest. listens first to express confidence in others. the servant leader listens carefully to understand what course of action will help others accomplish their goals.

Participative leaders

share decision making with group members

Characteristics of entrepreneurial leadership

strong achievement drive and sensible risk taking. high degree of enthusiasm and creativity. tendency to act quickly when opportunity arises. constant hurry combined with impatience. visionary perspective combined with tenacity. dislike of hierarchy and bureaucracy. preference for death with external customers. eye on the future.

Entrepreneurial leadership

task-oriented and charismatic person. entrepreneurs drive themselves and others relentlessly, yet their personalities also inspire others.

Task-related

the behavior, attitude, or skill focuses more on the task to be performed than on the interpersonal aspect of leadership.

Consideration

the degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust. strongly related to the job satisfaction of group members.

Leadership style

the relatively consistent pattern of behaviors that characterizes a leader

Pygmalion effect

when performance is measured against high standards, productivity is likely to increase since people tend to live up to the expectations of their superiors

Gender differences in leadership style

women: exhibit a cooperative, empowering style that includes nurturing team members; men: command and control, militaristic leadership styles women: more likely to use spoken communication for building and giving emotional support