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Chapter 8 - Leadership behavior. Leaders can benefit from the leadership behavior research in several ways. First, the behavioral approach has served the important purpose of directing attention to identifying types of leadership behavior critical to success. Second, the behavioral approach allows leadership practitioners to focus on concrete and specific examples of leader behavior. Third, an outgrowth of the behavioral approach has been the development of competency models and 360-degree feedback instruments.
81 McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved C HAPTER E IGHT Leadership Behavior The Building Blocks Of Skills Initiating Structure & Consideration Employee & JobCentered Dimensions The Leadership Grid 360Degree Feedback Behavior/ Skills/ Competencies Knowledge Intelligence McGrawHill/Irwin Managerial Derailment SelfDefeating Behaviors Coaching & Mentoring Behaviors Experience Personality Traits and Preferences Values Interests Motives/Goals © 2002 The McGrawHill Companies, Inc., All Rights Reserved 83 Leader Behavior Description Questionnaire Subordinates were asked to rate the leader on the following behaviors: Lets subordinates know when they’ve done a good job Sets clear expectations about performance Shows concern for subordinates as individuals Makessubordinatesfeelatease. McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 8ư4 FourCategoriesThatContributeTo EffectiveGroupPerformance ã ã ã ã Leader support Interaction facilitation Goal emphasis Work facilitation McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 85 Sources For 360degree Feedback Boss Self 360Feedback Results Peers DirectReports McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 8ư6 QuestionsAddressedByRecent 360FeedbackResearch ã Does 360º feedback matter? • Are selfobserver perceptual gaps relevant? • Does 360º feedback improve leaders’ ratings over time? • Are there meaningful culture, gender or race issues with 360 º feedback? McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 8ư7 WhyItsImportantforPractitioners toUnderstand360Feedback ã Itslikelythatpractitionerswillreceive thistypeofevaluation ã Describestheleadershipbehaviors neededtoachieveorganizationalgoals (ifitsbuiltaroundanorganization's competencymodel) ã Maybeoneofthebestsourcesof howfeedbackforleadership practitioners McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 8ư8 89 Why It’s Important for Practitioners to Understand 360º Feedback, continued • Effective leaders seem to have a broad set of welldeveloped leadership skills. • Leaders need to create specific goals and development plans in order to improveleadershipskills ã Leadershipbehaviorcanchangeover time ã Therearecultural,racialandgender issues McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved FourThemesinDerailmentResearch • Problems with interpersonal relationships • Failure to meet business objectives • Inability to build and lead a team • Inability to develop or adapt McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 810 811 The Development Pipeline Initial Capabilities Insight Motivation New Knowledge and Skills Real World Application Accountability Increased Capabilities McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved Copyright 2000 Personnel Decisions International Corporation. All Rights Reserved. What Were the Most Useful Factors in the Coaching You Received? Handling organizational General politics encouragement 7% 7% Understanding organizational objectives 7% Clear, direct feedback 36% Advice on handling situations 20% A new perspective 23% McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved 812 ... © 2002? ?The? ?McGrawHill Companies, Inc., All Rights Reserved 8? ?8 89 Why It’s Important for Practitioners to Understand 360º Feedback, continued • Effective leaders seem to have a broad set? ?of? ?welldeveloped leadership ... this type? ?of? ?evaluation • Describes? ?the? ?leadership behaviors needed to achieve organizational goals (if it’s built around an organization's competency model) • May be one? ?of? ?the? ?best sources? ?of? ? “how” feedback for leadership ... Inability to build and lead a team • Inability to develop or adapt McGrawHill/Irwin © 2002? ?The? ?McGrawHill Companies, Inc., All Rights Reserved 8? ?10 8? ?11 The? ?Development Pipeline Initial Capabilities Insight Motivation