Chapter 3 discusses leadership behaviors in organizations, highlighting the importance of task-oriented and relationship-oriented behaviors. It emphasizes the integration of various leadership styles, including change-oriented and participative leadership, to effectively manage teams and achieve goals. The chapter also outlines methods for studying leadership behaviors and provides guidelines for planning, monitoring, and recognizing performance in leadership roles.

1. Chapter 3 – Leadership Behaviours
Leadership in organisations
Gary A. Yukl
Pádraig Carroll
April 2014

2. Why so many categories
What research methods
Describe the behaviours
Why: Task & Relations
Why: Change orientation
Effective use

3. Why so many ways to describe leadership behaviour?

4. 50+ years of research
Abstract not Tangible
Broad versus Narrow
Methods of observation/ classification development
• Factor Analysis
• Judgmental
• Theoretical deductive

5. Major Types of Leadership Behaviour

6. Early Research shows 2 main
types of leadership behaviour
perception
Task & Relations

7. Task-Oriented Relationship-Oriented
Emphasis on work facilitation Emphasis on interaction
facilitation
Focus on structure, roles and
tasks
Focus on relationships, well-
being and motivation
Produce desired results is a
priority
Foster positive relationships is
a priority
Emphasis on goal-setting and
a clear plan to achieve goals
Emphasis on team members
and communication within
Strict use of schedules and
step-by-step plans, and a
punishment/incentive system
Communication facilitation,
casual interactions and
frequent team meetings

8. Which Leaders do we think of?

9. Change-oriented behaviour
Duffy, AIB
Other behaviour types

10. Participative leadership
Page, Google
Other behaviour types

11. Task
Organise activities for efficiency
Assign work
Direct and coordinate
Relations-oriented
Support and encourage
Socialise and build relationships
Use symbol, ceremony & ritual to build team identity
Change-oriented
Monitor the external environment for O&T
Study competitors for ideas
Encourage and facilitate innovation
External Leadership behaviours
Networking
Monitor the external environment for O&T
Representing
Examples of behaviours

12. Transformational leadership
Research relates to charismatic leadership
Traits: Visionary & Inspirational

13. Methods for studying the effects of
leadership behaviours
Diary
Weeks of records
Critical incidents
Questionnaires following incident
Observation/Manipulation
Limited experiments
Interviews
Leaders & Subordinates
Case studies
Biographies and Case studies

14. Effects of Task and Relations behaviours…
In General: Task doesn’t lead to satisfaction
Research: Is quite weak to date (best fit?)
Future: Understand how effective leaders
adapt their styles

15. The face of Leadership
A How To guide

16. Planning Work activities
Short Term: What to do, how, who, and when
Action Planning: Steps, schedule, and policies
Contingency planning: Coping with problems
Guidelines:
 Identify action steps
 Identify optimal sequence of steps
 Estimate time needed
 Set deadlines
 Estimate cost
 Set accountability
 Monitor

17. Clarifying Roles and objectives
Define: Roles and responsibilities
Assign: Specific tasks and steps
Setting: Performance goals
Guidelines:
 Clearly explain assignment
 Explain the reason for the assignment
 Check for understanding
 Provide necessary instruction
 Set priorities, goals, and deadlines

18. Monitoring Operations & Performance
Gather: Information about the operations
Including: WIP, Performance, Quality, Success
Guidelines:
 Set KPI’s
 Monitor process & outcomes
 Measure progress against plans
 Develop independent sources of information
 Conduct progress review meetings
 Observe directly (MBWA?)
 Ask, encourage, guide

19. Supportive Leadership
Traits: Consideration, acceptance, concern, empathy
Guidelines:
 Show acceptance & positive regard
 Provide sympathy & support
 Bolster others’ self esteem
 Be willing to help others

20. Developing Subordinates, Peers, Network
Research suggests: The most effective leaders
develop their followers skills AND confidence
Guidelines:
 Engage learning and development programs
 Formalise a mentoring program

21. Providing Praise & Recognition
Involves: Showing appreciation
Forms: Praise, awards, recognition ceremonies
Guidelines:
 Recognise success
 Celebrate success
 Recognise good effort in failure
 Celebrate the effort
 SEEK out contributions

22. 1950
Lead
Manage
Operate
2014
Influence
Empower
Innovate
Lead / Manage /Operate
Changing CV of the Leader

23. Leadership
Gap
A mix of task orientation,
change orientation,
participative &
empowerment leadership,
and relationship skills are
needed to bridge the gap
Apply best fit per
cycle/situation!