MGT 475 Ch. 7

Concern for people

(1,9) relationship on the Leadership grid

Concern for production

(9,1) relationship on the Leadership grid

Leader behavior description questionnaire (LBDQ)

A 150 statement questionnaire to obtain information about a particular leader's behavior, subordinates were asked to rate the extent to which their leader performed behaviors. Leaders can be described in terms of two different independent dimensions of behavior called consideration and initiating structure.

Leadership Pipeline

A useful model for explaining where leaders need to spend their time, what they should be focusing on and what they should be letting go, and the types of behaviors they need to exhibit as they move from first line supervisor to functional manager to chief executive officer.

Organizational level

Although globalization, the industry, and the functional area affect the type of leadership behaviors needed, another factor that impact leadership behavior is organizational level.

Job-centered dimensions

Are both goal emphasis and work facilitation.

Employee-centered dimensions

Are both leader support and interaction facilitation.

Work facilitation

Behaviors are concerned with clarifying roles, acquiring and allocating resources, and reconciling organizational conflicts.

Goal emphasis

Behaviors are concerned with motivating subordinates to accomplish the task at hand.

Business skills

Competencies concerned with analyzing issues, making decisions, financial savvy, and strategic thinking. These skills are often the focus of MBA programs and are among the easiest to learn of the four categories.

Leadership behavior

Concerns a specific action, such as "setting specific performance goals for team members."

Leadership skill

Consists of three components: 1. A well-defined body of knowledge 2. A set of related behaviors 3. A clear criteria of competent performance

Competency models

Describe the behaviors and skill managers need to exhibit if an organization is to be successful.

Mobilization

Engaging a critical mass to take action to achieve a specific outcome or set of outcomes. Requires human and other resources to get what they want done.

Leader support

Includes behaviors where the leader shows concern for subordinates.

Interaction facilitation

Includes those behaviors where leaders act to smooth over and minimize conflicts among followers.

Intrapersonal skills

Leadership competencies and behaviors having to do with adapting to stress, goal orientation, and adhering rules. These skills and behaviors do not involve interacting with others, and they are among the most difficult to change.

Leadership Grid

Profiles leader behavior on two dimensions: 1. Concern for people 2. Concern for production

Consideration

Refers to how friendly and supportive a leader is toward subordinates. Leaders in high consideration engage in many different behaviors that show supportiveness and concern. Both leader support and interaction facilitation

Initiating structure

Refers to how much a leader emphasizing meeting work goals and accomplishing tasks. Both goal emphasis and work facilitation are job-centered dimensions of behavior identified by the University of Michigan study. These two dimensions are similar to the initiating structure behaviors defined by Ohio State.

Leadership skills

Skills and behaviors concerned with building teams and getting results through others, and these are more easily developed than the skills and behaviors associated with the first two categories.

Building social capital

The leadership competency of developing and maintaining relationships that allow people to work together in the community across their differences.

Framing

The leadership competency of helping a group or community recognize and define its opportunities and issues in ways that result in effective action. (What needs to be done, why it is important, and how it is to be done)

Community leadership

The process of building a team of volunteers to accomplish some important community outcome and represents an alternative conceptualization of leadership behavior. Leading a group of volunteers is very different from being a leader in a publicly traded company, the military, or a nongovernment agency. Community leaders do not have any position power; they cannot discipline followers who do not adhere to organizational norms.

360-degree, or multirater, feedback

The tools show direct reports, peers, and supervisors can have very different perceptions of a leader's behavior, and these perspectives can paint a more accurate picture of the leader's strengths and development needs than self-appraisals alone. The 360 degree feedback system can add tremendous value only if they are well-conceived and constructed. With respect to gender issues, research indicates that there are some slight gender differences. Female managers tend to get higher ratings on the majority of skills, yet their male counterparts are generally perceived as having higher advancement potential

Interpersonal skills

Those that involve direct interaction, such as communicating and building relationships with others. These skills are somewhat easier to develop.