6. Skills and Best Practices: Tips for Improving Leader Effectiveness Behavior Recommended Behaviors Listen Intensely listen to what others have to say. Determine the true cause of performance problems. Examine Think through problems from all perspectives. Do not play favorites and find solutions that benefit everyone involved. Assist Help others to learn from mistakes and errors. Develop Explain the rationale for decisions and implement fair policies and procedures. Encourage Provide employees with the resources needed to do a job. Gently push people to advance into more demanding roles. Recognize Praise people for their good work. Focus on the positive whenever possible.
7. House’s Path-Goal Theory Employee Characteristics - Locus of control - Task ability - Need for achievement - Experience - Need for clarity Environmental Factors - Employee’s task - Authority system - Work group Leadership Styles - Directive - Supportive - Participative - Achievement oriented Employee Attitudes and Behavior - Job satisfaction - Acceptance of leader - Motivation
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14. Substitutes for Leadership Characteristic Relationship-Oriented or Considerate Leader Behavior is Unnecessary Task-Oriented or Initiating Structure Leader Behavior is Unnecessary Of the Subordinate 1. Ability, experience, training, knowledge X 2. Need for Independence X X 3. “Professional” orientation X X 4. Indifference toward organizational rewards X X Of the Task 5. Unambiguous and Routine X 6. Methodically invariant X 7. Provides its own feedback concerning accomplishment X 8. Intrinsically satisfying. X
15. Substitutes for Leadership (cont) Characteristic Relationship-Oriented or Considerate Leader Behavior is Unnecessary Task-Oriented or Initiating Structure Leader Behavior is Unnecessary Of the Organization 9. Formalization (explicit plans, goals, and areas of responsibility) X 10. Inflexibility (rigid, unbending rules and procedures) X X 11. Highly specified and active advisory and staff functions X X 12. Closely knit, cohesive work groups X X 13. Organizational rewards not with the leader’s control 14. Spatial distance between superior and subordinate X
