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LEADERSHIP BEHAVIOR
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BUILDING BLOCKS
OF LEADERSHIP
IntelligencePersonalityTraits and
Preferences
ValuesInterests
Motives/Goals
Knowledge Experience
Behavior/Skills/
Competencies
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LEADERSHIP
SKILLS AND BEHAVIORSBEHAVIOR is a specific action
SKILL .includes three components:Well-defined body of knowledgeSet of related behaviorsCriteria for competent performance
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OHIO STATE - DIMENSIONS IN
LEADERSHIP BEHAVIORJOB-CENTERED DIMENSION
Goal emphasisWork facilitation
EMPLOYEE-CENTERED DIMENSIONLeader support ability to show concernInteraction facilitation smooth overconflict
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KEY DIMENSIONS IN
LEADERSHIP BEHAVIOR Are they opposite ends of a continuum?
Are they independent continuums?
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DIMENSIONS OR
CONTINUUM?
Job-Centered Employee-Centered
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CONCLUSIONSHigh employee-centered behaviors result in moresatisfied employees
High job-centered behaviors result in higherperforming units under ambiguous work situations
High job-centered to an excess results in dissatisfiedemployees
No universal set of leader behaviors that alwaysassociates with success
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ASSESSING LEADER
COMPETENCY
D irect Reports
360 Feedback Results
Boss
Self Peers
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360 FEEDBACK OVERCOMES DIFFICULTY OFMANAGERS GETTING BEYOND SELF-PERCEPTIONS
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360 FEEDBACK
LEAST EFFECTIVE LEADERS ARETHOSE WITH HIGH SELF/LOW OTHERRATINGS
MOST EFFECTIVE WERE THOSE WITHHIGH OBSERVER RATINGS
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360 FEEDBACK THERE IS NO SINGLE, UNIVERSAL SETOF BEHAVIORS THE DETERMINEEFFECTIVENESS
LEADERSHIP IS IN THE EYES OFOTHERS
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360 FEEDBACK FEEDBACK ALONE DOES NOT IMPROVEPERFORMANCE
IMPROVED PERFORMANCE OCCURSWHEN FEEDBACK IS COMBINED WITH
A DEVELOPMENT PLAN
EFFECTIVE LEADERS HAVE BROADRANGE OF WELL-DEVELOPED SKILLS
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WHY 360 FEEDBACK
IS IMPORTANTIt s likely that practitioners will receivethis type of evaluation.Describes the leadership behaviorsneeded to achieve organizational goals(if it s built around an organization'scompetency model).May be one of the best sources of
how feedback for leadership
practitioners.
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WHY 360 FEEDBACK
IS IMPORTANTEffective leaders seem to have a broadset of well-developed leadership skills.Leaders need to create specific goalsand development plans in order toimprove leadership skills.Leadership behavior can change overtime.There are cultural, racial and genderissues.
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DERAILMENT PATTERNSINABILITY TO BUILD RELATIONSHIPS
insensitive to needs of othersoverly competitiveDemanding
Domineeringarrogant
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DERAILMENT PATTERNSFAILURE TO MEET BUSINESSOBJECTIVES
Not failure, but refusal to takeresponsibility
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DERAILMENT PATTERNSINABILITY TO BUILD & LEAD A TEAM
Hired people just like them and somagnified their strengths & weaknessesMicromanaged othersOften combines perfectionism & lack of
trust in others
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DERAILMENT PATTERNSINABILITY TO ADAPT
Persist in same behavior even when it isn t working.Imposed former solutions on newsituations
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DERAILMENT PATTERNSINADEQUATE PREPARATION FORPROMOTION
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DERAILMENT PATTERNSTo derail, you need more than one of these variables to be present.
Many derailing managers are totallyunaware of how they come across toothers
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SELF-DEFEATING BEHAVIORS AN ACTION THAT WAS ONCE EFFECTIVE
BUT NOW GETS IN THE WAY
A STRENGTH USED .INAPPROPRIATELY TOO MUCH
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COMMON
SELF-DEFEATING BEHAVIORSProcrastinationDefensivenessWorryingPerfectionismSuspiciousness
Overcommitment Overcontrolling
Lack of trust inothers
RigidityOverly criticalHostility
Alienating behavior
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LEADER DEVELOPMENT PLANIT TAKES MORE THAN NEW YEAR SRESOLUTIONS TO CHANGE BEHAVIOR
SOME PEOPLE CHANGE BY INSIGHT ALONEINSIGHT, PLUS SUPPORT
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LEADER DEVELOPMENT PLANBEHAVIOR CHANGE IS ACCELERATEDWITH A PLAN AND SUPPORT OR
ACCOUNTABILITY
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COACHING & MENTORINGCoaching relationship focused ongrowing skills and supporting change inbehavior
Mentoring more experienced mentor
acts as guide, sponsor, and role modelto socialize novice into profession ororganization