Post on 01-Jan-2016
transcript
Types of Directive Leadership Behavior
Directive Leadership Behaviors
Defining roles and communication patterns
Planning, scheduling, and assigning responsibilities
Clarifying expectations, goals, and work methods
Guiding and structuring followers’ activities
Motivating and conveying expertise
Monitoring and following up on assignments
How to Be Directive: Skills and Power Bases
Skills, Traits, and Sources of Power
Technical and professional competence
Legitimate PowerResource/
connection power
Expert Power
Communication Skills
Self-confidence and assertiveness
How to Be Directive: Skills and Power Bases
Skills, Traits, and Sources of Power
Technical and professional competence
Legitimate PowerResource/
connection power
Expert Power
Communication Skills
Self-confidence and assertiveness
Effects of Directive Leadership
• Directive leadership is often combined with supportive behavior in most effective form
• Effects on followers are strongly influenced by situational and follower characteristics
Impact of Directive Leadership
Follower Benefits:• Role clarity• Clear expectations• Satisfaction with work
and supervisor• Satisfaction with
organization• Lower stress• Increased performance
Organizational Benefits:• Increased cohesiveness &
harmony• High quality relations
among group members• Reduction of intentions to
quit• Group arousal focused on
achieving organizational goals
• Improved efficiency and/or effectiveness
Situations Where Directiveness may or may not be Effective
1) Followers view themselves as capable and experienced individuals who desire to work independently w/o supervision.
2) Followers are members of a large work group and must coordinate their activities w/one another to be successful.
3) The leader has a high degree of expertise and is supportive.4) Followers work where clear plans, procedures, goals exist &
feedback comes directly from computer.5) Followers work in cohesive group whose members have
little or no desire to meet leader’s performance goals.6) Followers work on tasks that require specific procedures.7) Followers are new at job & need guidance from leader8) Followers work in autonomous groups whose members are
highly trained and experienced and help one another.
Types of Participate Leadership Behavior
Participative Leadership Behaviors
Consulting with Individuals
Obtaining information from followers
Delegation
Consulting with Groups
Asking for opinions about alternatives
Joint decision making with followers
Participative Leadership vs Directive Leadership
• Participative leadership deals with making decisions.
• Directive leadership most often deals with executing a decision once it has been made.
• A leader can be participative by consulting employees during the decision-making phase, yet still be directive by following up closely on progress toward the ends that have been mutually decided on. Used together, PL & DL can be an effective leadership approach.
How to Be Participative: Skills and Power Bases
Skills, Traits, and Sources of Power
Listening Skills
Legitimate PowerResource/
connection power
Expert Power
Conflict Management Skills
Self-monitoring Skills
How to Be Participative: Skills and Power Bases
Skills, Traits, and Sources of Power
Listening Skills
Legitimate PowerResource/
connection power
Expert Power
Conflict Management Skills
Self-monitoring Skills
Reasons Participative Leadership Works with Followers
• Allows reflection on issues that affect them• Provides opportunity to utilize untapped talents
which satisfies need for competence and self-fulfillment
• Make significant contributions to a valued group, thereby satisfying needs for self esteem and accomplishment
• Contributes to motivation and commitment to decisions
Situations Where Participation may or may not be Effective
1) Followers are working on tasks that are very important for organization’s success.
2) Followers’ acceptance and commitment are needed to successfully implement a decision.
3) Followers’ work tasks are highly predictable and repetitive with no variation in the methods for completion.
4) The leader must make an emergency decision immediately with very little time to gather input and information.
5) The leader and followers work in an environment that is extremely uncertain and rapidly changing.
6) Followers are highly competent and possess knowledge and information to make an effective decision.
7) An extensive set of written rules, regulations, and procedures exist to direct followers .
8) Followers have high needs for independence and seek opportunities for achievement and self-fulfillment.
Types of Supportive Leadership Behavior
Supportive Leadership Behaviors
Showing concern for followers needs
Being friendly, informative, and encouraging
Being sympathetic to other’s problems
Being considerate and understanding
Helping followers develop abilities and careers
Showing trust and respect
Why Supportive Leadership is Effective
Supportive leadership behavior works because:• They satisfy people’s needs to be liked and
appreciated by others, to be respected as capable and valuable, and to be continually improving; and
• Supportiveness helps keep a group together by promoting cohesion among members and keeping individuals from becoming alienated
How to Be Supportive: Skills and Power Bases
Skills, Traits, and Sources of Power
Technical and professional competence
Reward PowerReferent
Power
Expert Power
Communication Skills
Interpersonal Skills
How to Be Supportive: Skills and Power Bases
Skills, Traits, and Sources of Power
Technical and professional competence
Reward PowerReferent
Power
Expert Power
Communication Skills
Interpersonal Skills
Situations Where Supportiveness may or may not be Effective
1) Followers are under high stress while trying to complete a dangerous task.
2) Followers are new to the job and are unsure of their abilities and positions.
3) Followers are small group of counselors in a student services dept. of a state university.
4) Followers are very opinionated and stubborn in their point of view.
5) Followers are a large group (over 30) who work at widely varying tasks at different locations.
6) Tasks require creativity and new learning with much competition and possible conflict with other groups.
7) Work involves designing & testing computer programs. Personnel is highly trained and competent and obtain a great deal of satisfaction from their work
Types of Reward Leadership Behavior
Reward Leadership Behaviors
Recommendations for Rewards
Salary or Wage Increase
Informing the boss about outstanding performance
Pleasant Job Assignments
Compliments
High Performance Evaluation
Types of Punishment Leadership Behavior
Punishment Leadership Behaviors
Unpleasant Job Assignment
Reduced Privileges
Extra work
Verbal Reprimand
Fines for Rule Violation
Low Performance Evaluation
How to Reward and Punish: Skills and Power Bases
Skills, Traits, and Sources of Power
Accurate monitoring and measuring of follower’s performance
Legitimate PowerCoercive Power
Reward Power
Preference for making their own decisions and taking responsibility
Self-confidence
Connection/re-source Power
Rewards will be most effective when:
• They are highly valued by follower• They are large enough for follower to expend the
effort• Received immediately after the desired behavior• Followers believe the leader is sincere and
rewards will be received• Tied to high performance• Awarded consistently and fairly
Punishments will be most effective when:
• They are directed toward the behavior not the person• Done in private• Done in low key, unemotional manner• Leader takes direct responsibility for the punishment
—does not attribute to someone else• Promptly follows undesirable behavior or poor
performance• Consistent with similar undesirable behaviors or
performances• Accompanied by information on improvement
Situations Where Reward/Punishment may or may
not be Effective1) The leader controls rewards that are important to
followers and has a reputation for administering those rewards in a fair and impartial manner.
2) Followers are highly skilled design engineers doing complex work but good performance measures have not been developed.
3) Leader held in high esteem by followers & leader has rewarded them in the past. Recently, followers have refused to follow the leader’s direction on two consecutive assignments resulting in poor performance.
4) Followers’ job performance is a direct result of their effort on the job.