Matakuliah
Tahun
: L0244 – Psikologi Kepemimpinan
: 2010
Leadership Behavior
Pertemuan 15 & 16
Introduction
• One way to differentiate leaders is to look at results.
• A key distinguisher between an effective and ineffective
leader is their everyday behavior.
– Leadership behavior can be observed.
– Certain traits, values, or attitudes may contribute to
effective performance of some leadaership behaviors.
• Two other factors that influence leadership behavior are
the followers and the situation.
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Why Study Leadership Behavior?
• Many leaders either cannot build teams or get results, 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 difference and situational variables play a pivotal role
in a leader’s actions.
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The Building Blocks of Skills
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The Early Studies
• Ohio State University: Developed the Leader Behavior
Description Questionnaire (LBDQ) and identified two
independent dimensions of behaviors:
– Consideration
– Initiating structure
• These dimensions were independent continuums.
• University of Michigan: Identified two dimensions
contributing to effective group performance:
– Job-centered dimensions
– Employee-centered dimension
• These dimensions were at opposite ends of a single continuum.
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The Early Studies (continued)
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Alternative Conceptualizations of
Leadership Behavior
• Alternative conceptualizations are concerned with:
– Identifying key leadership behavior.
– Determining if these behaviors have positive relationships
with leadership success.
– Developing those behaviors related to leadership success.
• Leadership Grid: Profiles leader behavior on two dimensions:
– Concern for people
– Concern for production
• The most effective leaders are said to have high concern for both
people and for production.
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The Leadership Grid Figure
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Organizational Competency Models
• Every organizational competency model falls into four
major categories:
– Intrapersonal and interpersonal skills.
– Leadership and business skills.
• The Hogan and Warrenfelz model:
– Allows people to see connections between various
competency models.
– Makes predictions concerning level of difficulty in changing
various leadership behaviors and skills.
– Points out what behaviors leader must exhibit to be
effective.
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Leadership Competency Model for
Executives at Waste Management
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Community Leadership
• Community leadership: Process of building a team of volunteers to
accomplish some important community outcome.
• Community leaders do not have position power, and they also have
fewer resources and rewards.
• Three competencies needed to successfully drive community
change efforts:
– Framing
– Building social capital
– Mobilization
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The Components of Community Leadership
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Assessing Leadership Behavior:
Multirater Feedback Instruments
• 360-degree (multi-rater feedback) tools allow managers
to get accurate information about how others
perceived their on-the-job behaviors.
• Questionnaire construction very important.
• Leaders who received 360-degree feedback had higher
performing work units.
• 360-degree feedback systems can add tremendous
value when used for development purposes.
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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.
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Sources for 360-Degree Feedback
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Example of 360-Degree Feedback
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Managerial Derailment
• Managerial derailment: Individuals who at one time were on
the fast track but now had their careers derailed.
• Patterns of derailment:
–
–
–
–
–
Inability to build relationships.
Failure to meet business objectives.
Inability to lead and build a team.
Inability to adapt.
Inadequate preparation for promotion.
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Themes in Derailment Research
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Why Change Behavior?
• Changing behavior, especially long-standing patterns of
behavior, can be quite difficult.
• Learning how to change your own and others’ behaviors
is a key leadership skill.
• Knowing how to change and modify follower’s
behaviors is also important.
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Development Planning
• Insight about development needs is important.
• Development plans that address the skills identified as having the
highest payoffs need to be built.
• A written plan seems to aid in the continuance of development.
• Good development plans capitalize upon on-the-job experiences to
hone needed leadership skills.
• Leaders can build accountability by:
– Having different people provide ongoing feedback on the action steps
taken to develop a skill.
– Periodically reviewing progress on development plans with the boss.
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The Development Pipeline
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Sample Individual Development Plan
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Coaching
• Coaching: Process of “equipping people with the tools,
knowledge, and opportunities needed to develop and
become more successful.”
– Informal coaching: Takes place whenever a leader helps
followers to change their behaviors.
– Formal coaching: Programs provide a services similar to
those of informal coaching for executives and managers in
leadership positions.
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The Five Steps of Informal Coaching
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What Were the Most Useful Factors in the
Coaching You Received?
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The Power of Coaching
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Mentoring
• Mentoring: Personal relationship in which a more
experienced mentor acts as a guide, role model, and
sponsor of a less experienced protégé.
– Informal mentoring
– Formal mentoring
• Leadership practitioners should look for opportunities to
build mentoring relationships with senior leaders
whenever possible.
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Summary
• Leaders can benefit from the leadership behavior research in
several ways.
• Research has helped to identify factors that can cause highpotential managers to fail.
• Research shows that some managers seem to be able to
change on their own after gaining insight on how their
behavior affects others.
• Leaders can create development plans for themselves.
• Leaders can also help followers with behavioral change
through coaching and mentoring programs.
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Reference
•
Hughes., Ginnett., & Curpy. (2009). Leadership: Enhancing
The Lesson of Experience. 6 eds. McGraw-Hill. Boston.
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