Chapter 3Review Chapter 2Key PointsSlide 4Ohio State Leadership StudiesOhio State Leadership StudiesSlide 7Later Leadership StudiesBlake and Mouton Managerial GridTask-Oriented BehaviorsTask-Oriented Behaviors (Cont.)Behaviors at Different Levels of AbstractionSpecific Task BehaviorsSpecific Task Behaviors (cont.) Clarifying Roles and ObjectivesRelations-Oriented BehaviorsRelations-Oriented Behaviors (Cont.)Specific Relations Behaviors Guidelines for SupportingSpecific Relations Behaviors Guidelines for CoachingSpecific Relations Behaviors Guidelines for MentoringSpecific Relations Behaviors Guidelines for RecognizingChange-Oriented BehaviorsChange-Oriented Behaviors (Cont.)Self-Assessment 2:Initiating Structure and ConsiderationTo Prepare for Next Class3-1Chapter 3Perspectives on Effective Leadership BehaviorReview Chapter 2Spot PresentationPage 87Review QuestionsPages 83-4Case Study – Role ConflictsPages 125-6How are you going to resolve this role conflict? How you handle this situation will have an impact upon your future with the organization.3-23-3Key PointsUnderstand how leadership behavior can be described with either broad or specific categoriesUnderstand why task and relations behaviors are important for leadership effectivenessUnderstand how specific types of task and relations behaviors can be used effectivelyUnderstand why it is important to consider other models of leadership behaviorUnderstand the contributions and limitations of the behavior approach3-4Predictors of Leadership Success3-5Ohio State Leadership StudiesLeadership BehaviorsConsideration – leader’s concern for people and interpersonal relationshipsInitiating structure – leader’s concern for accomplishing the task3-6Ohio State Leadership StudiesResearch ResultsRelation between consideration and turnover rate3-7Research Results (Cont.)Relation between initiating structure and turnover rateOhio State Leadership Studies3-8Later Leadership StudiesLeadership BehaviorsTask-oriented behaviorsRelations-oriented behaviorsParticipative LeadershipPeer LeadershipChange Leadership3-9Blake and Mouton Managerial Grid 5 6 7 8 9 1 2 3 4Concern for ProductionConcern for People(1,1)ImpoverishedMiddle-of-the-Road(5,5)Authority-Compliance(9,1)Team Management(9,9)(1,9)Country Club9876543213-10Task-Oriented BehaviorsOrganize work activities to improve efficiencyPlan short-term operationAssign work to groups or individualsClarify what results are expected for a task Set specific goals and standards for task performance3-11Task-Oriented Behaviors (Cont.)Explain rules, policies, and standard operating proceduresDirect and coordinate work activitiesMonitor operations and performanceResolve immediate problems that would disrupt the work3-12 Behaviors at Different Levels of Abstraction3-13Specific Task BehaviorsAction Planning1. Identify necessary action steps2. Identify the optimal sequence of action steps3. Estimate the time needed to carry out each action step4. Determine starting times and deadlines for each action step5. Estimate the cost of each action step6. Determine who will be accountable for each action step7. Develop procedures for monitoring progress3-14Specific Task Behaviors (cont.)Clarifying Roles and ObjectivesDefining Job ResponsibilitiesExplain the important job responsibilitiesClarify the person’s scope of authorityExplain how the job relates to the mission of the unitExplain important policies, rules, and requirementsAssigning WorkClearly explain the assignmentExplain the reasons for an assignmentClarify priorities and deadlinesCheck for comprehensionSetting Performance GoalsSet goals for relevant aspects of performanceSet goals that are clear and specificSet goals that are challenging but realisticSet a target date for attainment of each goal3-15Relations-Oriented BehaviorsProvide support and encouragement to someone with a difficult taskExpress confidence that a person or group can perform a difficult taskSocialize with people to build relationshipsRecognize contributions and accomplishmentsProvide coaching and mentoring when appropriate3-16Relations-Oriented Behaviors (Cont.)Consult with people on decisions affecting themAllow people to determine the best way to do a taskKeep people informed about actions affecting themHelp resolve conflicts in a constructive wayUse symbols, ceremonies, rituals, and stories to build team identityRecruit competent new members for the team or organization3-17Specific Relations BehaviorsGuidelines for Supporting3-18Specific Relations BehaviorsGuidelines for Coaching3-19Specific Relations BehaviorsGuidelines for Mentoring3-20Specific Relations BehaviorsGuidelines for Recognizing3-21Change-Oriented BehaviorsMonitor the external environment to detect threats and opportunitiesInterpret events to explain the urgent need for changeStudy competitors and outsiders to get ideas for improvementsEnvision exciting new possibilities for the organizationEncourage people to view problems or opportunities in a different wayDevelop innovative new strategies linked to core competencies3-22Change-Oriented Behaviors (Cont.)Encourage and facilitate innovation and entrepreneurship in the organizationEncourage and facilitate collective learning in the team or organizationExperiment with new approaches for achieving objectivesMake symbolic changes that are consistent with a new vision or strategyEncourage and facilitate efforts to implement major changeAnnounce and celebrate progress in implementing changeInfluence outsiders to support change and negotiate agreements with themSelf-Assessment 2:Initiating Structure and Consideration3-23Relationship TaskPeople ProductionY X What does the situation require?To Prepare for Next ClassRead Chapter 4Complete Self-Assessment 3: “Participatory Attitudes” (Page 187)Read the Case “Effective Leadership Behaviors” (Pages 178-9)Be prepared to discuss your conclusionPrepare for the Spot Presentation As Directed (Page 137)Answer the Review Questions for Chapter 3 (Pages 131-2)Complete the Chapter 3 Study Guide (Pages 129-30)Review the practical tips for initiating structure and consideration (Page