Perspective on Effective Leadership Behaviour

Pertemuan 5OFC

Matakuliah : G0934 / Leadership and OrganisationTahun : 2007

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Learning Outcomes

After studying this chapter students should be able to:• Understand what research methods have been used to study

leadership behaviour. • Understand the findings in the early research on leadership behaviour.• Understand how leadership behaviour can be described with either

broad or specific categories.• Understand the different methods for developing taxonomies of

leadership behaviour.• Understand why task and relations behaviour are important for

leadership effectiveness.• Understand how specific types of task and relations behaviour can be

used effectively.• Understand why it is useful to classify leadership behaviour in terms of

a three-dimensional model.• Understand the contributions and limitations of the behaviour

approach.

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Outline Materi

• The Ohio State Leadership Studies• The Michigan Leadership Studies• Limitation of Survey Research• Experiments on Task and Relations

Behaviour• Research Using Critical Incidents• The High-High Leader• Leadership Behaviour Taxonomies• Specific Task Behaviour• Specific Relations Behaviours• Evaluation of the Behaviour Approach

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Perspective on Effective Leadership Behaviour

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The OHIO State Leadership Studies

• Leader Behavior Categories– Consideration– Initiating structure

• Behavior description Questionnaires• Example of a survey study• Results from the survey research

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The MICHIGAN Leadership Studies

• Effective Leadership Behaviour

Task-oriented behaviour

Relation-oriented behaviour

Participative leadership

Peer leadership

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7 Habits of Highly Effective People

• Theory by Stephen R. Covey• "Leadership is a choice, not a position."

Private Victory

1. Be proactive 2. Begin with the End in Mind 3. Put First Things First Public Victory

1. Think Win / Win 2. Seek First to Understand, Then to Be Understood 3. Synergize Renewal

1. Sharpen the Saw

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7 Habits of Highly Effective People

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Limitations of survey research• Biases in behaviour questionnaires

– Use of ambiguous items– Response bias– Stereotypes– Implicit theories– The way items are aggregated into scales

• Interpreting causality in survey studies– There is often more than one plausible interpretation of

causality, and more than one form of causality may occur at the same time

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• Experiments on task and relations behaviour– Experimental research in laboratory and field settings

found that increases in relation-oriented leadership behaviour usually resulted in higher subordinate satisfaction and productivity.

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• Research using critical incidents– Types of leader behaviour represented in most studies of

leaders varieties;• Planning, coordinating, and organizing operations• Supervising subordinates (directing, instructing,

monitoring performance)• Establishing and maintaining good relations with

subordinates• Establishing and maintaining good relations with

superiors, peers, and outsiders• Assuming duties, and making necessary decisions

– Limitations of Critical Incident Research

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The High-High Leader

• Research on the high-high leader– Task and relations behaviour tend to be correlated

positively with subordinate performance

• Evaluation of research on the model• Reconciling universal and situational theories

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Leadership Behaviour Taxonomies• Sources of Diversity among Taxonomies• Limitations of factor-based taxonomies• Example of a taxonomy with specific behaviour

– Planning and organizing– Problem solving– Clarifying roles and objectives– Informing– Monitoring– Motivating and inspiring– Consulting– Delegating

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– Supporting– Developing and mentoring– Managing conflict and team building– Networking– Recognizing– Rewarding