Leadership Ch.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.

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.

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

Alternative conceptualizations focus on:

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

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

Why Study Leadership Behavior?

Many people in positions of authority either cannot build and motivate teams or do not realize the negative impact of their behavior.

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.

Individual differences, followers, and situational variables play a pivotal role in:

a leader's actions.

Community leadership facilitates the:

accomplishment of community-oriented goals.

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.

The Leadership Grid provides a taxonomy of leader types based on:

behavioral orientation

The Leadership Pipeline model allows organizations to:

chart leader progression by using customized competency models.

The Leadership Grid profiles leader behavior on two dimensions:

concern for people and concern for production.

Personality traits, values, and intelligence cannot be directly observed, but they may contribute to:

effective leadership behaviors.

The most effective leaders are said to have:

high concern for both people and for production.

360-degree feedback gives leaders feedback useful in:

improving their performance

Leadership behaviors are a function of:

intelligence, personality traits, emotional intelligence values, attitudes, interests, knowledge, and experience.

Differentiating between effective and ineffective leaders requires:

looking at their behaviors and results.

Community leaders lack:

position power and also have fewer resources and rewards

Concern:

reflects how a leader's underlying assumptions about people at work and the importance of the bottom line affect leadership style.

The pipeline offers a:

roadmap for individuals who want to chart their career progression.

Societal or organizational culture, race, and gender play key roles in:

the accuracy and utility of the 360-degree feedback process

Competency models describe: All organizational competency models fall

the behaviors and skills needed for organizational success.

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."

Community leadership is:

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