Ch 7: Leadership Behavior

Building social capital

Developing and maintaining relationships

mobilization

Engaging a critical mass to take action to achieve a specific outcome or set of outcomes

The Components of Community Leadership

Framing, Social capital, mobilization

job-centered dimensions

Goal emphasis and work facilitation that are similar to the L B D Q initiating structure behaviors

Competency-based 360-degree questionnaires:

Help organizations: -Identify the behaviors leaders need to exhibit, and build questionnaires that reflect these behaviors -Administer the questionnaires to target individuals, and generate feedback reports that reflect the consolidated rating results

Framing

Helping a group or community recognize and define its opportunities and issues

initiating structure

How much a leader emphasizes meeting work goals and accomplishing tasks

employee-centered dimensions

Leader support and interaction facilitation that are similar to the L B D Q consideration dimensions

Verbal 360-degree technique:

Superiors, peers, and direct reports are asked to share a target individual's strengths and areas of improvement as a leader in phone or face-to-face interviews

Leadership versatility approach:

Superiors, peers, and direct reports provide ratings on the extent to which target individuals demonstrate strategic, operations, enabling, or forcing leadership behavior

interaction facilitation

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

Competency models

describe the behaviors and skills managers need to exhibit if an organization is to be successful

contagion effect

emotions are contagious, which means that someone hanging out with a friend who is despondent, mad, or elated is much more likely to exhibit the same emotions

Mobilization

engaging a critical mass to take action and achieve a specific outcome or a set of outcomes

Consideration

how friendly and supportive a leader is toward subordinates

Building social capital

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

Leadership Pipeline

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 CEO

Community Leadership

process of building a team of volunteers to accomplish some important community outcome and represents an alternative conceptualization of leadership behavior

Leader Behavior Description Questionnaire, or L B D Q

questionnaire used to obtain information about a particular leader's behavior

360-degree, or multirater, feedback tools

show that direct reports, peers, and superiors can provide different perceptions of a leader's behavior