Leadership in Organizations Leadership in Organizations Perspectives on Effective Leaders BehaviorPerspectives on Effective Leaders Behavior

(Ch 3)(Ch 3)

Presented by Presented by

K.C.TAIK.C.TAI

During the past five decades, hundreds of studiDuring the past five decades, hundreds of studies were conducted using methods to investigates were conducted using methods to investigate how leader behavior affects subordinate satise how leader behavior affects subordinate satisfaction and performance. faction and performance.

Much of the research on leadership behavior hMuch of the research on leadership behavior h

as followed the pattern set by the research at Oas followed the pattern set by the research at Ohio State University and the University of Michio State University and the University of Michigan.higan.

BEHAVIOR DESCRIPTION BEHAVIOR DESCRIPTION QUESTIONNAIRESQUESTIONNAIRES

1. The Ohio State Leadership Studies1. The Ohio State Leadership Studies (1) (1) identify categories of leadership behavioridentify categories of leadership behavior: : Consideration & Initiating Structure Consideration & Initiating Structure (2) (2) develop questionnairesdevelop questionnaires:: LBDQ: The Leader Behavior Description LBDQ: The Leader Behavior Description QuestionnaireQuestionnaire SBD: The Supervisory Behavior DescriptionSBD: The Supervisory Behavior Description LOQ: The Leader Opinion QuestionnaireLOQ: The Leader Opinion Questionnaire LBDQ XII: The Leader Behavior Description LBDQ XII: The Leader Behavior Description Questionnaire Form XIIQuestionnaire Form XII

(3) (3) Results from the Survey ResearchResults from the Survey Research

They found that increased consideration They found that increased consideration

or decreased initiating structure have no or decreased initiating structure have no

effect on turnover or grievance rate. effect on turnover or grievance rate.

These two categories are weak and inconsistent for These two categories are weak and inconsistent for

most criteria of leadership effectiveness.most criteria of leadership effectiveness.

Limitations of the questionnairesLimitations of the questionnaires

((1)Response Bias1)Response Bias: Response bias may attribute : Response bias may attribute desirable behavior to a leader who is perceived to desirable behavior to a leader who is perceived to be effective, even though the behavior was not be effective, even though the behavior was not actually observed.actually observed.

((2)Ambiguous items2)Ambiguous items: The use of ambiguous items that : The use of ambiguous items that can be interpreted in different ways by different can be interpreted in different ways by different respondentsrespondents

((3)Interpreting Causality3)Interpreting Causality in survey studies: in survey studies:

There is often more than one plausible There is often more than one plausible

interpretation of causality, and more than one forminterpretation of causality, and more than one form

of causality may occur at the same time. of causality may occur at the same time.

2. The Michigan Leadership Studies2. The Michigan Leadership Studies

focus on the identification of relationships among focus on the identification of relationships among leader behavior, group processes, and measures of leader behavior, group processes, and measures of group performance. group performance.

(1) The studies found that three types of (1) The studies found that three types of

leadership behavior differentiated between leadership behavior differentiated between

effective and ineffective managereffective and ineffective manager

a. a. Task-Task- Oriented Behavior Oriented Behavior

b. b. RelationsRelations-Oriented Behavior -Oriented Behavior

c.c. Participative Participative Leadership Leadership

((2)Peer Leadership 2)Peer Leadership a. Among the Michigan leadership studies,a. Among the Michigan leadership studies, Bowers and Seashore were the first Bowers and Seashore were the first researchers to survey peer leadership.researchers to survey peer leadership. b. Group effectiveness will depend more onb. Group effectiveness will depend more on the overall quality of leadership in a workthe overall quality of leadership in a work unit than on who actually performs the unit than on who actually performs the functions.functions.

LLABORATORY EXPERIMENTS ON TASK ABORATORY EXPERIMENTS ON TASK

AND RELATIONS BEHAVIORAND RELATIONS BEHAVIOR 1. This research demonstrated that causality 1. This research demonstrated that causality operates in both directions, from behavior to operates in both directions, from behavior to outcomes and vice versa.outcomes and vice versa. 2. Limitations of laboratory experiments2. Limitations of laboratory experiments (1)They are unrealistic, which makes it difficult (1)They are unrealistic, which makes it difficult to generalize the findings to employee in to generalize the findings to employee in real organizations.real organizations. (2)Only a small number of organizations have (2)Only a small number of organizations have been used to investigate the effects of been used to investigate the effects of leadership behavior.leadership behavior.

CRITICAL INCIDENTCRITICAL INCIDENT RESEARCH RESEARCH

1. This method is based on the assumption that 1. This method is based on the assumption that respondents such as subordinates, peers, and respondents such as subordinates, peers, and superiors can provide descriptions of effective superiors can provide descriptions of effective behavior for a particular type of manager.behavior for a particular type of manager.

2. Limitations of critical incident research:2. Limitations of critical incident research:

(1) The respondents may be biased in their (1) The respondents may be biased in their

perception of what is effective, and perception of what is effective, and

report incidents that are consistent with report incidents that are consistent with

their stereotypes or implicit theories about their stereotypes or implicit theories about

effective leaders.effective leaders.

(2). It is difficult to compare the categories (2). It is difficult to compare the categories

across studies with different types of across studies with different types of leaders.leaders.

HIGH-HIGH LEADER RESEARCHHIGH-HIGH LEADER RESEARCH 1. Blake and Mouton (1964) developed the managerial 1. Blake and Mouton (1964) developed the managerial

grid theory: Effective managers have a high concern grid theory: Effective managers have a high concern for both people and production.for both people and production.

2. Misumi & Peterson (1985) developed PM Leade2. Misumi & Peterson (1985) developed PM Leadership Theory: Effective leaders are high in both perforrship Theory: Effective leaders are high in both performance behavior and maintenance behavior.mance behavior and maintenance behavior.

3. Most theorists generally agreed that both task and rel3. Most theorists generally agreed that both task and relations behaviors are important for effective leadership,ations behaviors are important for effective leadership, they differed in their assumptions about the way the t they differed in their assumptions about the way the two aspects of leadership behavior are related.wo aspects of leadership behavior are related.

LEADERSHIP BEHAVIOR LEADERSHIP BEHAVIOR TAXONOMIESTAXONOMIES

1.Taxonomies that differ in purpose can be expected to 1.Taxonomies that differ in purpose can be expected to have somewhat different constructs. Even with the sahave somewhat different constructs. Even with the same purpose is the possibility that behavior constructs me purpose is the possibility that behavior constructs can be formulated at different levels of abstraction or can be formulated at different levels of abstraction or generality.generality.

2.Methods used to develop behavior taxonomies.2.Methods used to develop behavior taxonomies.

(1) (1) Factor analysis-Factor analysis---- by examining the pattern of --- by examining the pattern of covariance among behavior items on a behavior covariance among behavior items on a behavior description questionnaire describing actual managerdescription questionnaire describing actual manager

(2) (2) Judgmental classification-Judgmental classification---- by having judges --- by having judges group behavior examples according to perceived group behavior examples according to perceived similarity in content or purposesimilarity in content or purpose

(3) (3) Theoretical-deductive approach-Theoretical-deductive approach----by deduction ---by deduction from theoryfrom theory

3. 3. An integrating framework for classifying An integrating framework for classifying behaviorbehavior

Some recent research suggests a three-Some recent research suggests a three- dimensional taxonomy to group specific dimensional taxonomy to group specific behaviors into general categories. Effectivebehaviors into general categories. Effective leaders must be flexible and adaptive in theirleaders must be flexible and adaptive in their behavior as conditions change.behavior as conditions change.

SPECIFIC TASK BEHAVIOR SPECIFIC TASK BEHAVIOR

PlanningPlanning: deciding about objectives, priorities, : deciding about objectives, priorities, strategies, allocation of resources, assignment of strategies, allocation of resources, assignment of responsibilities, scheduling of activities responsibilities, scheduling of activities

ClarifyingClarifying: explaining job responsibilities, : explaining job responsibilities, explaining rules and procedures, setting specific explaining rules and procedures, setting specific performance goals, and giving instructions in how performance goals, and giving instructions in how to do a task.to do a task.

Monitoring:Monitoring: getting information needed to evaluate getting information needed to evaluate the operations of the work unit and the performance the operations of the work unit and the performance of individual subordinates.of individual subordinates.

SPECIFIC RELATIONS SPECIFIC RELATIONS BAHAVIORBAHAVIOR

SupportingSupporting: A manager shows consideration, : A manager shows consideration, acceptance, and concern for someone’s needs and acceptance, and concern for someone’s needs and feelings. feelings.

Developing:Developing: To increase job-relevant skills and To increase job-relevant skills and facilitate a person’s job adjustment and career facilitate a person’s job adjustment and career advancement.advancement.

Recognizing:Recognizing: giving praise and showing giving praise and showing appreciation to others for effective performance, appreciation to others for effective performance, significant achievements, and important significant achievements, and important contributions to the organization. contributions to the organization.

Thank You !!!Thank You !!!