Leadership and ethics 7

The Hogan and Warrenfelz model:

-Allows people to see connections between models. -Makes predictions about the ease or difficulty of changing leadership behaviors and skills. -Points out what behaviors leaders must exhibit to be effective.

Ohio State University developed the Leader Behavior Description Questionnaire (LBDQ). and identified two independent dimensions of behaviors.

-Consideration is how friendly and supportive a leader is toward subordinates. Leaders high in consideration show concern by speaking up for subordinates' interests and expressing appreciation for their work. -Initiating structure is how much a leader emphasizes meeting work goals and accomplishing tasks. Leaders high in initiating structure engage in task-related behaviors like assigning deadlines and monitoring performance levels. -These dimensions are independent continuums.

Three competencies are needed to drive community change efforts successfully:

-Framing: recognizing and defining opportunities -Building social capital: developing and maintaining relationships -Mobilization: engaging a critical mass to take action and achieve a specific outcome

University of Michigan identified four categories of leadership behaviors that are related to effective group performance.

-Goal emphasis and work facilitation are job-centered dimensions similar to the LBDQ initiating structure behaviors. -Leader support and interaction facilitation are employee-centered dimensions similar to the LBDQ consideration dimensions. -Job-centered and employee-centered behaviors are at opposite ends of a single continuum.

Alternative conceptualizations focus on:

-Identifying key leadership behaviors. -Determining if these behaviors have positive relationships with leadership success. -Developing behaviors related to leadership success.

All organizational competency models fall into one of four major categories.

-Intrapersonal skills: adapting to stress, setting goals -Interpersonal skills: communicating, interacting -Leadership skills: building effective teams -Business skills: thinking strategically

Two other factors that influence leadership behavior are the followers and the situation.

Follower and situational factors can help determine whether a particular leadership behavior is "bad" or "good."

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.

Competency models

describe the behaviors and skills needed for organizational success.

Leaders who received 360-degree feedback

had higher performing work units.

Community leadership

is the process of building a team of volunteers to accomplish an important community outcome.

The key to high observer ratings

is to develop a broad set of leadership skills that help groups accomplish goals.

Community leaders

lack position power and also have fewer resources and rewards.

The Leadership Pipeline

model shows where leaders should spend time, what behaviors they need to exhibit, and what challenges are likely at different organizational levels.

360-degree feedback

provides insight into self-perceptions and others' perceptions of leadership skills.

360-degree systems

should tell leaders about their own strengths and development needs rather than make comparisons between people.

360-degree, or multirater, feedback

tools allow managers to gather accurate information from peers and direct reports about their on-the-job behaviors and leadership effectiveness.