Chapter Four
Leadership
Behaviors, Attitudes,
and Styles
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be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
1
Learning Objectives
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Explain the key leadership dimensions of
initiating structure and consideration.
Describe at least five task-oriented
leadership behaviors and attitudes.
Describe at least five relationship-oriented
leadership attitudes and behaviors.
Explain how leaders use 360-degree
feedback to improve their performance.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Learning Objectives (cont’d)
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Describe the autocratic and
participative leadership styles.
Present the case for the
entrepreneurial style of leadership
and for gender differences in
leadership style.
Determine how to choose the most
appropriate leadership style.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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An Effective Leader
… is one who helps group members attain
productivity, including high quality and
customer satisfaction, as well as job
satisfaction. Effective leadership is
measured using:
-Objective data: sales, production,
safety, cost-cutting, etc.
-Subjective data: ratings, surveys,
Board of Director reviews
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Two Classic Dimensions
of Leadership Behavior
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Consideration: the degree to which
one is trusting and supportive; a
warm and personal management
style
Initiating Structure: the degree to
which one is task-oriented; a more
procedural management style
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Leadership BehaviorConsideration
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This leader is friendly,
approachable, looks out for the
personal welfare of the group,
keeps the group abreast of new
developments, and does small
favors
Proven to improve job satisfaction,
satisfaction with the leader, worker
motivation, and leader effectiveness
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Leadership BehaviorInitiating Structure
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This leader assigns specific tasks,
specifies procedures to be followed,
schedules work, and clarifies
expectations for team members
Proven to increase job performance,
group performance, and
organization performance, as well
as satisfaction.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Figure 4-1 Four Combinations of
Initiating Structure and
Consideration
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Table 4-1 Task-Related Leadership
Attitudes and Behaviors
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Table 4-2 Relationship-Oriented
Attitudes and Behaviors
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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360-Degree Feedback
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A formal evaluation of superiors based on
input from people who work for and with
them, including customers and suppliers
Focus on Consideration Behaviors, e.g.,
interpersonal skills, approachability, etc.
Often referred to as multisource feedback
or multirater feedback
Most often used for leadership and
management development
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Figure 4-2 Example of 360Degree Feedback Chart
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Leadership Style =
Behaviors + Attitudes
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The relatively consistent pattern of
behavior that characterizes a leader
Often based on the dimensions of
initiating structure and
consideration
Examples: “She’s a command-andcontrol type,” “He’s a consensusbuilder.”
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Types of Leadership Style

Participative
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Autocratic
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Entrepreneurial
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or duplicated, or posted to a publicly accessible website, in whole or in part.
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Participative Style
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Encourages teamwork and
participation
Shares decision with group members
Employs consultative behavior
Emphasizes consensus-building
Allows for democratic decisionmaking
Can lead to macro management or
“laissez-faire” style
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Autocratic Style
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Retains authority for self
Makes decisions confidently
Assumes group members will
comply
Not concerned with popularity
Highly task-oriented
Can be effective in certain situations
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Entrepreneurial Style
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Driven to achieve and willing to take
risks
Uses enthusiasm and charisma to
persuade
Pushes self and group members to
seize an opportunity
Can transfer to group a feeling of
hurry and impatience
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Entrepreneurial Style (cont’d)
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Works tenaciously to achieve the
vision
Dislikes and deemphasizes rules,
regulations, and bureaucracy
Prefers dealing with external
customers rather than employees
Looks toward future
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Leadership Grid™ Styles
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The Leadership Grid™ is a framework for
specifying the extent of a leader’s concern
for production and people
Benchmark Leadership Grid styles
include:
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Authority-Compliance (9,1)
Country Club Management (1,9)
Impoverished Management (1,1)
Middle-of-the-Road Management (5,5)
Team Management (9,9)
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Gender Differences in Leadership
Style
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One researcher concluded that men
tended toward a command-and-control
style. In contrast, women tended toward
a transformational style, relying heavily
on interpersonal skills.
While researchers found leadership style
differences between men and women, on
the dimension of overall effectiveness, the
sexes were perceived the same.
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or duplicated, or posted to a publicly accessible website, in whole or in part.
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Summary
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Two major dimensions of leader behavior
are initiating structure and consideration
Many task-related attitudes and
behaviors, as well as relationship-related
attitudes and behaviors of effective
leaders have been identified
Servant leaders are committed to serving
others rather than achieving their own
goals
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Summary (cont’d)
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360-degree feedback is commonly
used today to provide leaders with
feedback on their attitudes and
behaviors
There are several distinct leadership
styles including participative,
autocratic, and entrepreneurial
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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Summary (cont’d)
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Male-female differences in
leadership style have been observed
Managers should diagnose the
situation and then choose the
appropriate leadership style to
match
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
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