Leadership Behavior and Attitudes

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Effective LeadershipBehavior and Attitudes

What leaders do

Presented by:- Manashi nayak

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Introduction• Leadership traits endow the leader with thepotential to be a good leader

• Examination of what leaders do helps explain whatmakes a good leader

• People with the traits are more likely to engage inleadership activities. (kirkpatrick and Locke)

• Leadership is getting work done—leader andfollowers have a working relationship with eachother.(Stogdill)

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In the 1940’s majorresearch efforts were

launched at Ohio StateUniversity and the

University of Michigan

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Ohio State University

Study• 2 key factors that account for mostof the varience in leadership

behavior.• Initiating Structure

• Consideration

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Initiates Structure• Specifies tasks and procedures

• Who does what and how.

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Initiating Structure• Includes behavior in which thesupervisor organizes and definesgroup activities and his relation tothe group. This he defines the rolehe expects each member to assume,assigns tasks, plans ahead,

establishes way of getting thingsdone and pushes for production.

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Consideration• Creates and envorinment

• Provides support, warmth, friendship

and trust.

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Consideration• Includes behavior indicating mutual trust, respectand a certain warmth and rapport between thesupervisor and his group. This dimension appearsto emphasize a deeper concern for groupmembers needs and includes such behavior asallowing subordinates’ more participation indecision making and encouraging more two waycommunication.

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University of Michigan• Examined high producing groups andlow producing groups

• Leaders characterized as ―productioncentered‖ or ―employee centered‖ 

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Production Centered• Analogous to initiating structure

• Leaders do the following

– Tight work standards– Well organized tasks

– Prescribed work methods

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Employee centered• Encourages subordinate participation

• Employee participates in goal setting

activities

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The most productive groups

were led by employeecentered leaders

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Task related activities

and attitudes• Adaptability

• Direction Setting

• Set high performance standards

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Task related activities

and attitudes (cont’d) • Risk taking/action oriented

• Provides hands on guidance

• Provides frequent feedback

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Task related activities

and attitudes (cont’d) • Remain calm and consistent underpressure

• Asks tough questions rather thanprovide answers

• Strong customer orientation

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Relationship Oriented

actions• Alignment– Everyone pulling in the same direction and

pursuing a common vision

• Mobilization– Getting group to work together smoothly

• Communication• Care for each other

• Confidence in each others’ ability • Letting people know how they fit and how they are

doing

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Relationship Oriented

actions (cont’d) • Concert building– The goal is to produce a system that is

self evaluation, self correction, selfrenewing, ongoing.

• Inspiration

• Satisfaction of the needs ofmembers

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Relationship Oriented

actions (cont’d) • Making work meaningful

• Emotional support and encouragement

• Promotion of principles and values

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