Download DIMENSIONS OF LEADERSHIP BEHAVIOR

Topics Discussed in the Previous Lecture
CHARISMATIC & TRANSFORMATIONAL LEADERSHIP
Charisma and Charismatic Leadership
The Effects Of Charisma
3 Attributes of a Charismatic Person
How to Develop Charisma
Transactional and Transformational
Leadership, transformational process
Transformational Leader
Characteristics


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Idealized Influence
• Role model / emulation
Inspirational Motivation
• Vision / challenging
Intellectual Stimulation
• Encourages creativity
Individualized Consideration
• Coaching / mentoring
A MODEL FOR TRANSFORMATIONAL LEADERSHIP
Being Your Best
Bringing Out the Best in
Others
(Bringing out one’s own
greatness, and being an
example of the
organization one
wishes to create)
Organization Vision
Organizational Alignment
(Getting every one to be
their greatest selves in
conjunction with serving
the organization))
(Values, Purpose,
& Identity)
• Outside Game (Customers)
•Inside Game (bus. Process)
• Backside Game (vendors)
• Topside Game (mgmt.)
(getting the org to act
together)
Organizational Influence
(Getting key players willing
to participate and work
together)
Effective Leadership
Behaviors & Attitudes
11 September 2008
Current Leadership Trends
 Challenges are becoming more complex.
 Greater reliance on interdependent work.
 Shifting reward systems.
 The rise of a new leadership skill set.
 Viewing leadership as a collective process.
Who is a Leader ?
A P e r s o n:

Who motivates others to perform well


Who directs & coordinates group
activities
Who influences others to achieve a
common goal
Who builds networks / relationships to
enhance cooperation for the good of all.

An Effective leader is one
....whose actions
facilitate group
members attainment
of productivity, quality
and satisfaction
What Makes for An Effective Leader?
Passion
Desire for best or at least better.
Holder of Values
Acts aimed at improving society,
respect for others, self restraint and commitment to
excellence.
Vision
Ideas about change, how the future could be
different involves creativity and intellectual drive.
Confidence and Humility Combined
Ability to identify
and have good people around who have better ideas and a
lack of egocentricity.
Communicator
Ability to speak or write in a way to
convince others that they should follow along, join the team,
get on board.
Work Related Core Values of an effective
Leader
a.
b.
c.
d.
e.
Respect for individual dignity
Uncompromising integrity
Trust
Creditability
Continuous learning
How is Effective Leadership Exercised and Demonstrated ?


Personal
Characteristics:

Intelligence (problem solving skills and social judgment skills)



Self-confidence (self esteem and assurance)
Determination (initiative, drive, proactive, perseverance)
Ethical (can be trusted by others, integrity)

Social (friendly, outgoing, tactful)
Skills
and Knowledge:
Technical: knowledge about the team’s specific tasks or activities (THINGS)
Interpersonal: knowledge of how to work with others and to help others work with each other
(PEOPLE)
Conceptual: knowledge about ideas, concepts, ability to hypothesize (IDEAS)

Behaviors: “ Displaying a Positive Attitude and
deciding to be either Relationship or Task
Oriented”.
3 Skills of an Effective Leader
Flexibility
The ability to use a
variety of
leadership styles.
Contracting
For Leadership Style
Communicating with your
people and reaching an
agreement about which
leadership style to use.
Diagnosis
The ability to assess
a person’s development
level with regard
to the task at hand.
BEHAVIOUR & ATTITUDE
Behavior
The manner in which a thing acts under specified conditions or
circumstances, or in relationship to other things is behavior.
Behavior is strongly influenced by what we are thinking, what we
know, and the surrounding environment at the time. Behavior
often has a large impact in learning / performance environments.
Attitude
While a person may have the competency to perform a task, that
does not mean he or she will have the desire (attitude) to do so
correctly. In other words, competencies give us the ability to
perform, while attitudes give us the desire to perform. Attitudes
change with various events in a person's life.
Watch
Clip
Key Leadership Dimensions affecting
Behaviors

Initiating Structure
The degree to which the leader organizes
and defines the relationships in the group
by assigning specific tasks, specifying
procedures, scheduling work and clarifying
expectations of team members.

Consideration
The degree to which the leader creates an
environment of emotional support, warmth,
friendliness and trust.
DIMENSIONS OF CHANGES
LEADERSHIP BEHAVIOR
Original
1.
Domination
Next
Final
I. Consideration 49.6*
I. Consideration
2. Initiation
II. Initiating structure 33.6*
II. Initiating Structure
3. Membership
III. Production emphasis 9.8*
4. Representation
IV. Sensitivity 7.0*
5. Integration
6. Organization
7. Communication up
8. Communication down
9. Recognition
10. Production
Initiating Structure
The extent to which a leader
is likely to define and
structure his or her role and
those of sub-ordinates in the
search for goal attainment.
Consideration
The extent to which a
leader is likely to have job
relationships characterized
by mutual trust, respect for
subordinate’s ideas, and
regard for their feelings.
Initiating Structure & Consideration

Initiating Structure: Activities by a
leader designed to enhance productivity or
task performance. Leaders who focus
primarily on these goals are described as
demonstrating a task-oriented style.

Consideration: Actions by a leader
that demonstrate concern with the welfare
of subordinates and establish positive
relations with them. Leaders who focus
primarily on this task are often described
as demonstrating a person-oriented style.
Four Combinations
of Initiating Structure and Consideration
High
High
C
O
N
S
I
D
E
R
A
T
I
O
N
Low structure
and
high consideration
High structure
and
high consideration
Low structure
and
low consideration
High structure
and
low consideration
Low
INITIATING STRUCTURE
High
Key Approaches to Leadership
Production Centered Leadership
Task Oriented (Tight
schedules / work standards, prescribed
work methods, procedure based interactions closely supervised
and monitored)
Employee Centered Leadership
( Comparatively relaxed environment,
subordinate participation and contributions welcomed in
making decisions. Ambiance of trust and mutual respect.)
Relationship Oriented
C O M M E N T
Current day job environs characterized by hyper competition,
stress and corporate decision demand a happy balance be
maintained by the leaders in respect of the two approaches i.e.
a focus on adaptability
Adaptability
The ability to size up people and
situations, and adapt tactics accordingly,
is a vital leadership behavior. It stems
from insight and intuition, both of which
reflect a talent for direct perception of a
situation, unrelated to any specific
reasoning process. Adaptability is a
leadership behavior that includes
attention to both task and
interpersonal factors.
Employee-Oriented Leader
Emphasizing interpersonal
relations; taking a personal
interest in the needs of
employees and accepting
individual differences among
members
Production-Oriented Leader
One who emphasizes
technical or task aspects of
the job.
TASK –RELATED LEADERSHIP AND BEHAVIORS
Adaptability to the situation – Overcoming
obsolescence rate of information & procedures,
variations in maturity and competencies levels of
group members demands contingency approach.
2.
Direction setting – Integral component of
creating vision & strategy. Contributes to
planning and achieving focus for obtaining
orderly results.
3.
High performance standards – Setting
standards, identifying bench marks and
communicating the belief that a group or its
individual member will succeed.
4. Risk taking and bias for action - A bias for
action and willingness to accept change even
when accompanied by risk with the overall
objective of improving standards, procedures and
1.
5. Ability to Interpret conditions – Keeping Eyes,
Ears open and an open / receptive mind to continuously sense both
internal and external conditions whilst also effectively using modern
day IT facilities of email, sms, fax cell phones , media etc to gauge
customer response.
6. Frequent feedback –
Constantly receiving feed back
from group members and providing them feed back on their
performance – it reinforces their faith in the system and encourages
them to continue favorable activities.
Stability of performance –
7.
Endeavoring to create and
maintain balance including ensuring to remain steady in the face of
adversity and uncertainty of Conditions.
8.
Strong customer Orientation –
An urge to
customize products and services to satisfy needs of customers, clients
and constituents.- along with an overwhelming capacity to successfully
inspire employees to satisfy customers.
RELATIONSHIP-ORIENTED ATTITUDES AND BEHAVIORS
1.
•
2.

Alignment of People
Involving every body in the group and giving them the
feeling of participation, responsibility and credit
achievement. Promotes sense of direction.
Concert Building
Lead the team as a maestro leads his orchestra.
Ensure that every one plays his part and plays it when
& where required.
(One Person cannot whistle a symphony. It takes an orchestra to play it).
Halford. E. Lucock
3.
Inspiration
Inspiring others through promoting there
talents, recognizing their contributions and
stimulating their thinking and enthusiasm for
new projects and assignments.
4. Satisfaction of human needs
Energizing people and satisfying their needs and giving
them a sense of belonging, recognition, self esteem and
promoting their self value.
5. Providing meaning for people
Formulating a vision in which the leader employees the
right man for the right job and makes work a pleasure for
people.
6. Emotional support and encouragement
Demonstrating supportive behavior towards team members
and providing emotional support to strengthen self esteem.
7.
Promotion of Principles and Values
Encouraging managers and employees to conduct their
work at high moral levels and ensure that the values and
principles followed promote human welfare and general
good.
Super Leader
One who leads others to lead themseleves, by
acting as a teacher as a coach, not a director. He
encourages people to self direct themselves with
minimum external control.
He emphasizes on his people to develop productive,
constructive thinking to gain control on their
behavior.
His modus operandi is based on
attitudes and behavior:
a.
b.
c.
following
Identification and replacement of destructive beliefs and
assumptions
Encouraging positive and constructive self talk
Use of presentations as a tool
for visualizing and
communicative methods for improving performance.
Conceptualizing Leadership
Assignment


Can you give an example of
someone you think is a good
leader? Why?
What are characteristics of good
leaders?
Elements of Productive Thinking as
Part of Leadership
•
No destructive beliefs and assumptions
•Positive self-talk
•Visualization of effective Performance
The six most important words:
"I admit I made a mistake.“
The five most important words:
"You did a good job.“
The four most important words:
"What is your opinion.“
The three most important words:
"If you please.“
The two most important words:
"Thank you.“
The one most important word:
"We“
The least most important word:
"I"
For your attention
and participation!
Zaheer
[email protected]
Business Scenario
Modern business practices are knowledge driven organizations, characterized by rapid change
innovation and increased specialization. They call now more than ever for integrative
leaders.

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Business Definition for : Leadership
A Leader in this scenario is one who has the capacity to establish
direction and to influence and align others toward a common goal,
motivating and committing them to action and making them
responsible for their performance.
Implication
A Leader in the business world of today must be a person who
has integrated in himself demands listed in each of the following
theories of leadership:.
Great man theory and trait theory….. Leaders must
possess certain innate personal qualities that distinguish
them from others and enable them to influence people.
Behaviorist theory of leadership……Leaders must
demonstrate adequate action and behavior, rather than
have personality only.
Contingency & Situational theory…..Leaders must adapt
their attitude & style to different situations to meet
various internal and external contingency in order to get
the best from their team.