OLS 284 1st Edition Lecture 3 Outline of Last Lecture I. Understand the different roles required for managers and how they are changingII. Understand how managerial roles and activities are affected by aspects of the situationIII. Understand how managers cope with the demands, constraints, and choices confrontingthemIV. Understand the typical activity patterns for people in managerial positionsV. Understand how managers can make effective use of their timeOutline of Current Lecture I. Understand how leadership behavior can be described in broad categoriesII. Understand why task and relations behaviors are important for leadership effectivenessIII. Understand how specific types of task, relations, and change behaviors can be used effectivelyIV. Understand the differences between operational and strategic behavioral categoriesCurrent Lecture- Ways for describing Leadership behavioro We are trying to measure something intangible “role models”o We don’t have a constant measurement of behaviors Describe “nice” “good” “strongo The same questions on different questionnaires will garner different results Teacher evaluations are different for the same class- Broadly Defined behaviorso Accomplishing tasks Do you actually accomplish a task or just plan for it?o Maintaining relationshipso Encourage changeo Encouraging participationThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.o Inspiring action- Ohio State Leadership Studieso Consideration Leader’s concern for people and interpersonal relationshipso Initiating students Leader’s concern for accomplishing the tasko Research Results: Relation between consideration and turnover rate- Internal Leadership Behaviors (operational)o Plan activitieso Clarify expectations, rules, requirementso Supporto Develop organization – people and structureo Recognize – limitations- External Leadership Behaviors (strategic)o Networking Building and maintaining favorable relationships with peers, superiors, and outsiders LinkedIno Environmental scan Collecting information from environmento Represent Lobbying for resources- Examples of task-oriented behaviorso Organize work activities to improve efficiencyo Plan short term operationo Assign work to groups or individualso Clarify what results are expected for a tasko Set specific goals and standardso Explain rules, policies, procedureso Direct and coordinate work activitieso Monitor operations and performance- Examples of Relation-oriented behaviorso Provide support and encouragement to someone with a difficult tasko Express confidence that a person or group can perform a difficult tasko Socialize with people to build relationshipso Recognize contributions and accomplishmentso Provide coaching and mentoring when appropriateo Consult with people on decisions affecting themo Allow people to determine the best way to do a tasko Keep people informed- Change-oriented behaviorso Monitor external environment to detect threats and opportunitieso Interpret events to explain the urgent need for changeo Study competitors and outsiders to get ideas for improvementso Envision exciting new possibilities for the organizationo Encourage people to view problems or opportunities in a different wayo Develop innovative new strategies linked to core competencieso Encourage and facilitate innovation and entrepreneurship in the organizationo Encourage and facilitate collective learning in the team or organization- Transformational leadershipo Not just making modifications but truly changing the way the organization functions- Methods of studying the effects of leader behavioro Critical incident study Lead by exampleo Diary incident study More personal attentiono Field experiments Practice realityo Interpreting other studies Looking at what others have studied- General findings (from Ohio State studies)o Subordinates are often happier with a nice boss But they don’t necessarily work hardero Concerns are defined as values Not as behaviorso Leaders need to ration their timeo We tend to look for the simpler answers to complex questions  This is risky- Planning work activitieso Planning Making decisions Organizing work Allocation of resourceso Action planning Creating detailed action stepso Contingency planning Having a backup plan- Guidelines to clarifyingo Clearly explain the assignmento Explain the reason for the assignmento Check for understanding of the assignmento Provide any necessary instruction- How much do you monitor subordinates?o Willingnesso Readiness - Guidelines for monitoringo Identify and measure key indicators of performanceo Monitor key processes as well as the outcomeso Measure progress against plans and budgetso Develop independent sources of informationo Conduct progress review meetings at appropriate timeso Observe operations directlyo Ask specific questions- Supportive leadershipo Show acceptance and positive regardo Provide sympathy and support when the person is anxious or upseto Bolter the persons self esteem and confidenceo Be willing to help with personal problems- What is praise?o Oral commentso Expressionso Gestureso Acknowledge a person’s accomplishment-Praiseo 3 forms of recognition:PraiseAwardsRecognition ceremonies-Guidelines for recognizingo Recognize a variety of contributionso Actively search for contributions to recognizeo Recognize improvements in performance-10 practical tips for initiating structure and considerationo When interviewing employees have a structure to the interviewo Newer employees will require more structure than older oneso Don’t single out with rewards or