Leadership Behaviors, Attitudes, and Styles CHAPTER:-4 BY: Air Commodore (RETD) ANWAR SAEED.

Leadership Behaviors, Leadership Behaviors, Attitudes, Attitudes, and Stylesand Styles

CHAPTER:-4CHAPTER:-4

BY: Air Commodore (RETD) ANWAR SAEEDBY: Air Commodore (RETD) ANWAR SAEED

Preston UniversityPreston University 22

… is one who helps group members attain productivity, including high quality and customer satisfaction.

An Effective LeaderAn Effective Leader


ConsiderationConsideration

The degree to which the leader creates an The degree to which the leader creates an environment of emotional support, warmth, environment of emotional support, warmth, friendliness, and trustfriendliness, and trust

Involves being friendly and approachable, Involves being friendly and approachable, looking out for the personal welfare of the looking out for the personal welfare of the group, keeping the group abreast of new group, keeping the group abreast of new developments, and doing small favors for developments, and doing small favors for the groupthe group


Five Questionnaire Items to Five Questionnaire Items to Measure Consideration FactorMeasure Consideration Factor

1.1. Do personal favors for people in the Do personal favors for people in the group workgroup work

2.2. Treat all people in the work group as Treat all people in the work group as your equalyour equal

3.3. Be willing to make changesBe willing to make changes

4.4. Backup what people under you doBackup what people under you do

5.5. Do little things to make it pleasant to be a Do little things to make it pleasant to be a member of the staffmember of the staff


Initiating StructureInitiating Structure

Organizing and defining relationships in Organizing and defining relationships in the group by engaging in such activities as the group by engaging in such activities as assigning specific tasks, specifying assigning specific tasks, specifying procedures to be followed, scheduling procedures to be followed, scheduling work, and clarifying expectations for team work, and clarifying expectations for team membersmembers

Also referred to as production emphasis, Also referred to as production emphasis, task orientation, and task motivationtask orientation, and task motivation


Five Self Assessment Items to Five Self Assessment Items to Measure Initiating StructureMeasure Initiating Structure

1.1. Try out your own new ideas in the work Try out your own new ideas in the work groupgroup

2.2. Encourage the slow working people in Encourage the slow working people in the group to work harderthe group to work harder

3.3. Emphasize meeting deadlinesEmphasize meeting deadlines4.4. Meet with the group at regularly Meet with the group at regularly

scheduled timesscheduled times5.5. See it to that people in the workgroup are See it to that people in the workgroup are

working up to capacityworking up to capacity


Four Combinations of Initiating Four Combinations of Initiating Structure and ConsiderationStructure and Consideration

(Fig 4.1)(Fig 4.1)


Task-Related LeadershipTask-Related LeadershipAttitudes and BehaviorsAttitudes and Behaviors

Adaptability to the situationAdaptability to the situation Effective leaders adapt to the situationEffective leaders adapt to the situation

Direction settingDirection setting Given that a major responsibility of leadership is to produce Given that a major responsibility of leadership is to produce

change, the leader must set the direction of that changechange, the leader must set the direction of that change

High performance standardsHigh performance standards Effective leaders consistently hold group members to high Effective leaders consistently hold group members to high

standards of performance.standards of performance.

Risk taking and a bias for actionRisk taking and a bias for action A bias for action rather than contemplation has been A bias for action rather than contemplation has been

identified as a characteristics of successful organizationidentified as a characteristics of successful organization


Task-Related LeadershipTask-Related LeadershipAttitudes and BehaviorsAttitudes and Behaviors

Hands-on guidance and feedbackHands-on guidance and feedbackYou will recall that technical competence and You will recall that technical competence and

knowledge of the business are important knowledge of the business are important leadership characteristicsleadership characteristics

Stability of performanceStability of performanceEffective leaders are steady performers, even Effective leaders are steady performers, even

under heavy workloads and uncertain conditionsunder heavy workloads and uncertain conditions

Ability to ask tough questionsAbility to ask tough questionsThere are many times when leaders can be There are many times when leaders can be

effective by asking tough questions rather than effective by asking tough questions rather than providing answersproviding answers


Relationship-OrientedRelationship-OrientedAttitudes and BehaviorsAttitudes and Behaviors

Aligning and mobilizing peopleAligning and mobilizing people Getting people pulling in the same direction and working together smoothly Getting people pulling in the same direction and working together smoothly

is a major inter personal challengeis a major inter personal challenge

Concert building and collaborationConcert building and collaboration The leader's role of concert building involves both aligning and mobilizing The leader's role of concert building involves both aligning and mobilizing

in a manner similar to an orchestra leaderin a manner similar to an orchestra leader

Creating inspiration and visibilityCreating inspiration and visibility Inspiring others is an essential leadership practiceInspiring others is an essential leadership practice

Satisfying higher-level needsSatisfying higher-level needs To inspire people, effective leaders motivate people by satisfying higher level To inspire people, effective leaders motivate people by satisfying higher level

needs, such as need for achievement , a sense of belonging, recognition, self needs, such as need for achievement , a sense of belonging, recognition, self esteem and a feeling of control on ones lifeesteem and a feeling of control on ones life


Relationship-OrientedRelationship-OrientedAttitudes and BehaviorsAttitudes and Behaviors

Giving emotional support and Giving emotional support and encouragementencouragement

Supportive behavior toward team members usually increases Supportive behavior toward team members usually increases leadership effectivenessleadership effectiveness

Promoting principles and valuesPromoting principles and values A major part of top leader's role is to help promote values A major part of top leader's role is to help promote values

and principles that contribute to the welfare of individuals and and principles that contribute to the welfare of individuals and organizationsorganizations

Being a servant leaderBeing a servant leader Your desire to help others is another important workplace Your desire to help others is another important workplace

valuevalue


Servant LeadershipServant Leadership

Place service before self-interestPlace service before self-interestListen first to express confidence in othersListen first to express confidence in others Inspire trust by being trustworthyInspire trust by being trustworthyFocus on what is feasible to accomplishFocus on what is feasible to accomplishLend a handLend a handProvide toolsProvide tools


360-Degree Feedback360-Degree Feedback

A formal evaluation of superiors based on A formal evaluation of superiors based on input from people who work for and with input from people who work for and with themthem

Often referred to as multisource feedback Often referred to as multisource feedback or multirater feedbackor multirater feedback

Most often used for leadership and Most often used for leadership and management developmentmanagement development


A 360-Degree Feedback ChartA 360-Degree Feedback Chart (Fig 4.2)(Fig 4.2)


Leadership StyleLeadership Style

The relatively consistent pattern of The relatively consistent pattern of behavior that characterizes a leaderbehavior that characterizes a leader

Often based on the dimensions of initiating Often based on the dimensions of initiating structure and considerationstructure and consideration

Examples: “He’s a real command-and-Examples: “He’s a real command-and-control type,” “she’s a consensus leader.” control type,” “she’s a consensus leader.”


Participative LeadershipParticipative Leadership

Participative leaders share decision Participative leaders share decision making with group membersmaking with group members

Three subtypes:Three subtypes:Consultative leaders confer with group Consultative leaders confer with group

membersmembersConsensus leaders strive for consensus Consensus leaders strive for consensus

among group membersamong group membersDemocratic leaders confer final authority to Democratic leaders confer final authority to

the groupthe group


Autocratic LeadershipAutocratic Leadership

Autocratic leaders retain most of the Autocratic leaders retain most of the authority for themselvesauthority for themselves

Autocratic leaders make decisions Autocratic leaders make decisions confidently, assume that group members confidently, assume that group members will comply, and are not overly concerned will comply, and are not overly concerned with group members’ attitudes toward a with group members’ attitudes toward a decisiondecision


Leadership Grid StylesLeadership Grid Styles

The Leadership Grid simultaneously The Leadership Grid simultaneously specifies concern for production and specifies concern for production and concern for peopleconcern for people

Leadership Grid styles include:Leadership Grid styles include:Authority-ComplianceAuthority-ComplianceCountry Club ManagementCountry Club Management Impoverished ManagementImpoverished ManagementMiddle-of-the-Road ManagementMiddle-of-the-Road ManagementTeam ManagementTeam Management


Entrepreneurial LeadershipEntrepreneurial Leadership

Strong achievement drive and sensible Strong achievement drive and sensible risk-takingrisk-taking

High degrees of enthusiasm and creativityHigh degrees of enthusiasm and creativityTendency to act quickly when opportunity Tendency to act quickly when opportunity

arisesarisesConstant hurry combined with impatienceConstant hurry combined with impatienceVisionary perspectiveVisionary perspective


Entrepreneurial LeadershipEntrepreneurial Leadership

Dislike of hierarchy and bureaucracyDislike of hierarchy and bureaucracyPreference for dealing with external Preference for dealing with external

customerscustomersEye on the futureEye on the future


Gender Differences in Leadership Gender Differences in Leadership StyleStyle

One researcher concluded that men tended One researcher concluded that men tended toward a command-and-control style. In toward a command-and-control style. In contrast, women tended toward a contrast, women tended toward a transformational style, relying heavily on transformational style, relying heavily on interpersonal skills.interpersonal skills.

While researchers found leadership style While researchers found leadership style differences between men and women, on the differences between men and women, on the dimension of overall effectiveness, the sexes dimension of overall effectiveness, the sexes were perceived the same.were perceived the same.


Selecting the Best leadershipSelecting the Best leadership

REFER TO TABLE 4.3 on page#126REFER TO TABLE 4.3 on page#126

THE ENDTHE END

Leadership Behaviors, Attitudes, and Styles CHAPTER:-4 BY: Air Commodore (RETD) ANWAR SAEED.

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