Leadership Behavior
and Attitudes
What leaders do
Introduction
• Leadership traits endow the leader with the
potential to be a good leader
• Examination of what leaders do helps explain what
makes a good leader
• People with the traits are more likely to engage in
leadership activities. (kirkpatrick and Locke)
• Leadership is getting work done—leader and
followers have a working relationship with each
other.(Stogdill)
•
In the 1940’s major
research efforts were
launched at Ohio State
University and the
University of Michigan
Ohio State University
Study
• 2 key factors that account for most
of the varience in leadership
behavior.
• Initiating Structure
• Consideration
Initiates Structure
• Specifies tasks and procedures
• Who does what and how.
Initiating Structure
• Includes behavior in which the
supervisor organizes and defines
group activities and his relation to
the group. This he defines the role
he expects each member to assume,
assigns tasks, plans ahead,
establishes way of getting things
done and pushes for production.
Consideration
• Creates and envorinment
• Provides support, warmth, friendship
and trust.
Consideration
• Includes behavior indicating mutual trust, respect
and a certain warmth and rapport between the
supervisor and his group. This does not mean that
this dimension reflects a superficial “pat-on-theback”, “first name calling” kind of human relations
behavior. This dimension appears to emphasize a
deeper concern for group members needs and
includes such behavior as allowing subordinates’
more participation in decision making and
encouraging more two way communication.
Relationship between
structure and consideration
• Each dimension is independent
• High structure-low consideration
characteristic of “proficient”
supervisors.
• Same pattern led to high turnover,
grievances, absences, accidents, low
morale
Patterns of leadership behavior
related to employee grievances and
turnover (Fleishman and Harris)
• Significant correlation between leadership
behavior (IS & C) and organizational
effectiveness (grievances and turnover).
• Grievances and turnover increase most
sharply at the extreme ends of
consideration(low) and structure(high).
– Increase consideration-grievances and
turnover decline initially.
– Continued increases in consideration get
decreasing results
Patterns of leadership behavior
related to employee grievances and
turnover (Fleishman and Harris)
• Consideration is the dominant factor.
– High consideration – increased structure
perceived as helpful in a climate of mutual
trust and respect
– Low consideration – increased structure
perceived as oppressive and self serving.
– High consideration formen could initate almost
any amount of structure without increasing
greivances or turnover.
Patterns of leadership behavior
related to employee grievances and
turnover (Fleishman and Harris)
• Low consideration-low structure
perceived as irrelavent.
• Low consideration-high structure
perceived as tyrannical
University of Michigan
• Examined high producing groups and
low producing groups
• Leaders characterized as “production
centered” or “employee centered”
Production Centered
• Analogous to initiating structure
• Leaders do the following
–
–
–
–
Tight work standards
Well organized tasks
Prescribed work methods
Sounds like transactional leadership,
doesn’t it?
Employee centered
• Encourages subordinate participation
• Employee participates in goal setting
activities
The most productive groups
were led by employee
centered leaders
Yes, but what do leaders do
when they initiate
structure or demonstrate
consideration?
Task related activities
and attitudes
• Adaptability
– Sizes up people, situations and tactics
• Direction Setting
– Northbound train
• Set high performance standards
– Pygmalion effect
Task related activities
and attitudes (cont’d)
• Risk taking/action oriented
• Provides hands on guidance
• Provides frequent feedback
– Takes corrective action
– Reinforces favorable activities
Task related activities
and attitudes (cont’d)
• Remain calm and consistent under
pressure
• Asks tough questions rather than
provide answers
– Reverse delagation
• Strong customer orientation
Relationship Oriented
actions
• Alignment
– Everyone pulling in the same direction and
persuing a common vision
• Mobilization
– Getting group to work together smoothly
•
•
•
•
Communication
Care for each other
Confidence in each others’ ability
Letting people know how they fit and how they are
doing
Relationship Oriented
actions (cont’d)
• Concert building
– The goal is to produce a system that is
self evaluation, self correction, self
renewing, ongoing.
• Inspiration
• Satisfaction of the needs of
members
Relationship Oriented
actions (cont’d)
• Making work meaningful
• Emotional support and encouragment
• Promotion of principles and values