Leadership enhancing the lessons of experience 8th by hughes curphy chap 07

• Over time, leaders learn and discern the most appropriate and effective behaviors... The Early Studies continued• University of Michigan identified four categories of leadership behavi

Leadership Behavior

“The truth of the matter is that you always know the right thing to do The hard part is doing it.”

Norman Schwartzkopf, U.S Army

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• Differentiating between effective and ineffective leaders requires looking at their behaviors and results

• Leadership behavior can be observed and

measured

• Personality traits, values, and intelligence

cannot be directly observed, but they may

contribute to effective leadership behaviors

• Two other factors that influence leadership

behavior are the followers and the situation

– Follower and situational factors can help determine whether a particular leadership behavior is “bad” or

“good.”

Why Study Leadership Behavior?

• Many people in positions of authority either

cannot build and motivate teams or do not

realize the negative impact of their behavior

• Leadership behaviors are a function of

intelligence, personality traits, emotional

intelligence values, attitudes, interests,

knowledge, and experience

• Over time, leaders learn and discern the most appropriate and effective behaviors

• Individual differences, followers, and situational variables play a pivotal role in a leader’s

The Building Blocks of Skills

FIGURE 7.1

The Building Blocks of Skills

The Early Studies

• Ohio State University developed the Leader

Behavior Description Questionnaire (LBDQ)

and identified two independent dimensions of

behaviors

– Consideration is how friendly and supportive a

leader is toward subordinates Leaders high in

consideration show concern by speaking up for

subordinates’ interests and expressing appreciation

for their work.

– Initiating structure is how much a leader

emphasizes meeting work goals and accomplishing

tasks Leaders high in initiating structure engage in

task-related behaviors like assigning deadlines and

monitoring performance levels.

– These dimensions are independent continuums.

The Early Studies (continued)

• University of Michigan identified four categories

of leadership behaviors that are related to

effective group performance

– Goal emphasis and work facilitation are

job-centered dimensions similar to the LBDQ initiating

structure behaviors.

– Leader support and interaction facilitation are

employee-centered dimensions similar to the LBDQ

consideration dimensions.

– Job-centered and employee-centered behaviors are at opposite ends of a single continuum.

• Findings of both university studies suggest that

no universal set of leader behaviors is always

associated with leadership success

The Leadership Grid

• Alternative conceptualizations focus on:

– Identifying key leadership behaviors.

– Determining if these behaviors have positive

relationships with leadership success.

– Developing behaviors related to leadership success.

• The Leadership Grid profiles leader behavior

on two dimensions: concern for people and

concern for production.

– “Concern” reflects how a leader’s underlying

assumptions about people at work and the importance of the bottom line affect leadership style.

• The most effective leaders are said to have high concern for both people and for production

The Leadership Grid

FIGURE 7.2

Competency Models

• Competency models describe the behaviors

and skills needed for organizational success

• All organizational competency models fall into

one of four major categories

– Intrapersonal skills: adapting to stress, setting goals – Interpersonal skills: communicating, interacting

– Leadership skills: building effective teams

– Business skills: thinking strategically

• The Hogan and Warrenfelz model:

– Allows people to see connections between models.

– Makes predictions about the ease or difficulty of

changing leadership behaviors and skills.

Leadership Competency Model

FIGURE 7.3

An example of a leadership competency model.

Source: G.J Curphy, K Louiselle, and S Bridges:

Talent Assessment Overview: 360-Degree Feedback Report Eagan,

MN: Advantis Research & Consulting, 2003

The Leadership Pipeline

• The Leadership Pipeline model shows where

leaders should spend time, what behaviors they need to exhibit, and what challenges are likely

at different organizational levels

• It outlines leader development through

organizational levels from first-line supervisor to functional manager to CEO

• The pipeline offers a roadmap for individuals

who want to chart their career progression

• It provides a useful framework for considering

how leadership competencies change as people

The Leadership Pipeline

Organizational Level

Competency

Individual

contributor

Technical proficiency Using company tools Build relationships with team members.

Meet personal due dates.

Arrive/depart on time.

Get results through personal proficiency.

High-quality work Accept company values.

First-line

supervisor

Planning projects

Delegating work.

Coaching and feedback

Performance monitoring.

Annual budget planning.

Make time available for followers Set priorities for team.

Get results through others Success of followers Success of the team.

Midlevel

manager

Select, train, and manage first-line supervisors

Manage boundaries and deploy resources to teams.

Monitor performance of each team Make time to coach first-line supervisors.

Appreciate managerial versus technical work.

Developing first-line supervisors.

Excerpt from TABLE 7.2

The Leadership Pipeline

Source: R Charan, S Drotter, and J Noel, The Leadership Pipeline: How to Build the Leadership-Powered

Company (San Francisco: Jossey-Bass, 2001).

Community Leadership

• Community leadership is the process of

building a team of volunteers to accomplish an important community outcome

• Community leaders lack position power and

also have fewer resources and rewards

• Three competencies are needed to drive

community change efforts successfully:

– Framing: recognizing and defining opportunities

– Building social capital: developing and maintaining

relationships

– Mobilization: engaging a critical mass to take action

and achieve a specific outcome

The Components of Community

Leadership

FIGURE 7.4

The Components of Community Leadership

Assessing Leadership Behaviors:

Multirater Feedback Instruments

• 360-degree, or multirater, feedback tools

allow managers to gather accurate information from peers and direct reports about their on-the-job behaviors and leadership effectiveness

• Questionnaire construction is very important

• Leaders who received 360-degree feedback

had higher performing work units

• 360-degree systems should tell leaders about their own strengths and development needs

rather than make comparisons between people

• 360-degree feedback provides insight into self-perceptions and others’ self-perceptions of

leadership skills

Multirater Feedback Instruments

(continued)

• The key to high observer ratings is to develop a broad set of leadership skills that help groups accomplish goals

• Research shows that it is possible to change

others’ perceptions of a leader’s skills over time

– Leaders must set development goals and commit to a development plan to improve skills.

• Societal or organizational culture, race, and

gender play key roles in the accuracy and utility

of the 360-degree feedback process

• 360-degree feedback should be built around a competency model

Sources for 360-Degree Feedback

Example of 360-Degree Feedback

FIGURE 7.6

Example of 360-Degree Feedback.

• Leaders can benefit from leadership behavior research in several ways

• Research has helped to identify factors that can cause high-potential managers to fail

• The Leadership Grid provides a taxonomy of

leader types based on behavioral orientation

• The Leadership Pipeline model allows

organizations to chart leader progression by

using customized competency models

• Community leadership facilitates the

accomplishment of community-oriented goals

• 360-degree feedback gives leaders feedback