Ch. 7 - Leadership

Job Centered Dimension

- Michigan State Research - Goal Emphasis Behaviors - Work Facilitation Behaviors

Employee Centered Dimension

- Michigan State Research - Leader Suppot - Interaction Facilitation

Intrapersonal Skills

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

Sources of 360 degree feedback

1. Boss 2. Self 3. Peers 4. Reports

4 Major Categories of Competency Models

1. Intrapersonal Skills 2. Interpersonal Skills 3. Leadership Skills 4. Business Skills

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.

Leadership Skills

are 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.

Interpersonal Skills

are those that involve direct interaction, such as communicating and building relationships with others.

Business Skills

competencies concerned with analyzing issues, making decisions, financial savvy, and strategic thinking

Competency Models

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

360 degree feedback

giving leaders feedback regarding the frequency and skill with which they perform various types of leadership behaviors. - Allow managers to get accurate information about how others perceived their on-the-job behaviors.

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.

Leadership Pipeline

is 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.

Community Leadership

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

Consideration

refers to how friendly and supportive a leader is toward subordinates. - Leaders high in this engage in many different behaviors that show supportiveness and concern, such as speaking up for subordinates' interests, caring about their personal situations, and showing appreciation for their work.

Initiating Structure

refers to how much a leader emphasizes meeting work goals and accomplishing tasks. - Leaders high in this structure engage in many different task-related behaviors, such as assigning deadlines, establishing performance standards, and monitoring performance levels.