Leadership SkillsInterpersonal SkillsIntrapersonal Skills

Putting it all together..

Motivating talent Developing &

communicating visionGoal settingPersuasion

Persistence

Leadership Skills

Interpersonal Skills

Social SkillsSelf-monitoringSelf Control

Intrapersonal Skills

Emotional StabilitySelf Control• Attitudes toward

authority• Learning style

Teaching Method

Lecture Self Assessment Role Play

•House (1996) Leadership Quarterly

•Leadership behaviors

•Pat Howard Leadership Ex

1. Supervisors (Pat Howards) display different types of leadership behaviors based on the needs & abilities of the three different subordinates (Chris, Jan, Fran)

2. Subordinates evaluate effectiveness of three different supervisors’ leader behaviors

3. Supervisors obtain comparative feedback

4. Both roles need to control own preferences for leader behavior

Goals of Pat Howard Leadership Exercise

Pat Howard Leadership Exercise• Each team has 6 students:

– 3 are “Pat” the supervisor roles, 3 are different subordinates (Chris, Jan, Fran)

• Pat Roles plan strategy of meeting with different subordinates

• Pats meet with Chris, Jan, Fran• After each meeting, subordinates evaluate Pat & Pat

complete self evaluation of leadership behavior• After all 3 meetings, Pats get feedback from each of

the subordinates (Chris, Jan, Fran)• If time permits, round 2 (supervisors and

subordinates switch roles with new information)

Basic Idea of House’s Theory

Different kinds of Leader’s Behaviors

Amount of Subordinate’sMotivation

•Align emp. goal with org. goal

•Clarify path to achieve goal

•Use appropriate behaviour

•Supportive

•Directive

•Achievement

•Participative

•Motivation=Effort

•intensity: How hard one works

•length: How long one works

Directive (path goal clarifying)

Supportive

Achievement

Participative

Kinds of Leader Behavior that Increase Subordinate Motivation

RoleAmbiguity

Motivation

To understand why path goal clarifying behavior is motivating, consider why

subordinates may not motivated

• Role Ambiguity=Lack of clarity on – what is expected– How one’s performance will be

evaluated– Criteria for evaluation

• Clarify what the performance goals are

• Instructs how to effectively carry out tasks to accomplish goals

• Identify what standards will be used to judge performance

• Schedule & coordinate work

• Clarify rules, procedures, policies

• Allocate reward & punishments based on performance

Path goal clarifying (directive) behaviors

Describe & Plan Directive Behavior

• Describe how you displayed or should have displayed path-goal clarifying behaviors to your subordinates.

• Performance Feedback exercise (Flintstones)• Salary Negotiation• Chris the Donut Company Manager• Vleader

• Students write individual plan for Pat Howard…– Of the three subordinates, who needs path-goal

clarifying behavior? How will you display it?

Path-Goal Clarifying Behavior

ReducesAmbiguity

Motivation

The definition of path goal clarifying behavior implies that it reduces ambiguity

Some contingencies

• Novel Roles

• Subordinates with low ability

• Those with low tolerance for ambiguity prefer path-goal clarifying behaviors

• When subordinate are new to their roles, they may perceive those roles as being ambiguous, path goal behaviors are only effective for those new subordinates

Novel roles may foster role ambiguity

Path-Goal Clarifying Behavior

Role Ambiguity

Novelty of Role

Motivation

• When subordinate are low in ability they may perceive their role as being ambiguous and path goal behaviors may only be effective for those low ability subordinates

Low ability may foster role ambiguity

Subordinate Ability

Path-Goal Clarifying Behavior

Role Ambiguity Motivation

Role ambiguity

Employee Motivation

Leader clarifies role (path & goal)

Novelty of role

Sub Ability

Relative effectiveness of Path goal clarifying behaviors in increasing motivation depends

on two contingencies

Directive (path goal clarifying)

Supportive

Achievement

Participative

What’s next...

• Show concern for welfare

• Create a friendly and supportive environment

What are Supportive Behaviors

How Supportive Behaviors affect Subordinates

Supportive Behavior

Builds self confidence

Builds social satisfaction

Reduces Stress

Alleviates frustration

Describe and Plan Supportive Behaviors

• Describe how you will display or should have displayed supportive behaviors to your subordinates.

• Flintstones

• Salary Negotiation

• Chris– Which email needed supportive behavior? How did you display it?

• Students write individual plan for Pat Howard– Of the three subordinates, who needs supportive

behavior? How will you display it?

Directive (path goal clarifying)

Supportive

Achievement

Participative

What’s next...

• Encouraging subordinates to influence how decisions are made, how work is done

What are Participative Behaviors

How Participative Behaviors affect Subordinates

Participative Behavior

Clarify links between effort, performance & rewards

Increase congruence between organizational & individual goals

Enable subordinate autonomy

Increase subordinate’s involvement & commitment

• Describe how displayed or should have displayed participative behaviors to your subordinates.

• Flintstones

• Salary Negotiation

• Chris the Donut Company Manager

• Students write individual plan for Pat Howard

Describe & Plan Participative Behaviors

Some contingencies

• Internal locus of control prefer participative behaviors

Directive (path goal clarifying)

Supportive

Achievement

Participative

What’s next...

• Set challenging goals

• Look for improvement

• Focus on excellent performance

• Demonstrate that you are confident that subordinates can achieve the high standards of performance you set

Achievement Oriented Behaviors

How Achievement Oriented Behaviors affect Subordinates

Achievement orientedBehavior

Make subordinates to work to achieve higher performance levels

Increase subordinate confidence to meet challenging goals

• Describe how displayed or should have displayed Achievement behaviors to your subordinates.

• Flintstones

• Salary Negotiation

• Chris the Donut Company Manager

• Students write individual plan for Pat Howard

Describe & Plan Achievement Behaviors

Sets goals

Involves subordinates

Encourage whenfaced with setbacks

Specifies how to do achieve goalDirective

Supportive

Achievement

Participative

To summarize…

For those in Pat Howard Role….• How easy/difficult was it for you change your behavior

w/different subordinates? – What leadership style (s) should be most effective for

each of the subordinates? Why?

• Compare the leadership style you think you used with the one you should have used given your subordinate’s characteristics vs. feedback

• What aspects of your self (need for affiliation, need for power etc, self monitoring, task-oriented leadership style) influenced your ability to vary your leadership behavior

For those in Subordinate Role• What leadership style (s) should be most effective for

your role? Why?

• What differences did you observe in the behavior of the different supervisors?

– What made some supervisors more effective than others?

• How did your preference for certain styles (e.g., due to your internal locus of control/low tolerance for ambiguity) prevent you from effectively assessing the supervisor and/or from playing your role effectively

Implications of Pat Howard Exercise

    Difficulty being flexible w/different subordinates while not appearing to be inconsistent, fake, or unfair

    Leader’s style changes w/the same subordinate over time (e.g., Chris McBride)

    To be effective leaders, one needs to tailor one’s behavior to specific situational factors

Sample student answers

See Notes section of this slide