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LEADERSHIP BEHAVIOR

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BUILDING BLOCKS

OF LEADERSHIP

IntelligencePersonalityTraits and

Preferences

ValuesInterests

Motives/Goals

Knowledge Experience

Behavior/Skills/

Competencies

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LEADERSHIP

SKILLS AND BEHAVIORSBEHAVIOR is a specific action

SKILL .includes three components:Well-defined body of knowledgeSet of related behaviorsCriteria for competent performance

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OHIO STATE - DIMENSIONS IN

LEADERSHIP BEHAVIORJOB-CENTERED DIMENSION

Goal emphasisWork facilitation

EMPLOYEE-CENTERED DIMENSIONLeader support ability to show concernInteraction facilitation smooth overconflict

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KEY DIMENSIONS IN

LEADERSHIP BEHAVIOR Are they opposite ends of a continuum?

Are they independent continuums?

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DIMENSIONS OR

CONTINUUM?

Job-Centered Employee-Centered

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CONCLUSIONSHigh employee-centered behaviors result in moresatisfied employees

High job-centered behaviors result in higherperforming units under ambiguous work situations

High job-centered to an excess results in dissatisfiedemployees

No universal set of leader behaviors that alwaysassociates with success

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ASSESSING LEADER

COMPETENCY

D irect Reports

360 Feedback Results

Boss

Self Peers

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360 FEEDBACK OVERCOMES DIFFICULTY OFMANAGERS GETTING BEYOND SELF-PERCEPTIONS

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360 FEEDBACK

LEAST EFFECTIVE LEADERS ARETHOSE WITH HIGH SELF/LOW OTHERRATINGS

MOST EFFECTIVE WERE THOSE WITHHIGH OBSERVER RATINGS

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360 FEEDBACK THERE IS NO SINGLE, UNIVERSAL SETOF BEHAVIORS THE DETERMINEEFFECTIVENESS

LEADERSHIP IS IN THE EYES OFOTHERS

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360 FEEDBACK FEEDBACK ALONE DOES NOT IMPROVEPERFORMANCE

IMPROVED PERFORMANCE OCCURSWHEN FEEDBACK IS COMBINED WITH

A DEVELOPMENT PLAN

EFFECTIVE LEADERS HAVE BROADRANGE OF WELL-DEVELOPED SKILLS

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WHY 360 FEEDBACK

IS IMPORTANTIt s likely that practitioners will receivethis type of evaluation.Describes the leadership behaviorsneeded to achieve organizational goals(if it s built around an organization'scompetency model).May be one of the best sources of

how feedback for leadership

practitioners.

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WHY 360 FEEDBACK

IS IMPORTANTEffective leaders seem to have a broadset of well-developed leadership skills.Leaders need to create specific goalsand development plans in order toimprove leadership skills.Leadership behavior can change overtime.There are cultural, racial and genderissues.

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DERAILMENT PATTERNSINABILITY TO BUILD RELATIONSHIPS

insensitive to needs of othersoverly competitiveDemanding

Domineeringarrogant

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DERAILMENT PATTERNSFAILURE TO MEET BUSINESSOBJECTIVES

Not failure, but refusal to takeresponsibility

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DERAILMENT PATTERNSINABILITY TO BUILD & LEAD A TEAM

Hired people just like them and somagnified their strengths & weaknessesMicromanaged othersOften combines perfectionism & lack of

trust in others

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DERAILMENT PATTERNSINABILITY TO ADAPT

Persist in same behavior even when it isn t working.Imposed former solutions on newsituations

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DERAILMENT PATTERNSINADEQUATE PREPARATION FORPROMOTION

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DERAILMENT PATTERNSTo derail, you need more than one of these variables to be present.

Many derailing managers are totallyunaware of how they come across toothers

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SELF-DEFEATING BEHAVIORS AN ACTION THAT WAS ONCE EFFECTIVE

BUT NOW GETS IN THE WAY

A STRENGTH USED .INAPPROPRIATELY TOO MUCH

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COMMON

SELF-DEFEATING BEHAVIORSProcrastinationDefensivenessWorryingPerfectionismSuspiciousness

Overcommitment Overcontrolling

Lack of trust inothers

RigidityOverly criticalHostility

Alienating behavior

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LEADER DEVELOPMENT PLANIT TAKES MORE THAN NEW YEAR SRESOLUTIONS TO CHANGE BEHAVIOR

SOME PEOPLE CHANGE BY INSIGHT ALONEINSIGHT, PLUS SUPPORT

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LEADER DEVELOPMENT PLANBEHAVIOR CHANGE IS ACCELERATEDWITH A PLAN AND SUPPORT OR

ACCOUNTABILITY

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COACHING & MENTORINGCoaching relationship focused ongrowing skills and supporting change inbehavior

Mentoring more experienced mentor

acts as guide, sponsor, and role modelto socialize novice into profession ororganization