Chapter 14 - Leadership: Styles and behaviors. After reading this chapter, you should be able to answer the following questions: What is leadership and what does it mean for a leader to be "effective"? What traits and characteristics are related to leader emergence and leader effectiveness? What four styles can leaders use to make decisions, and what factors combine to make these styles more effective in a given situation?. | Leadership: Styles and Behaviors Chapter 14 Leadership The use of power and influence to direct the activities of followers toward goal achievement Who Becomes a Leader? Leadership Styles Leaders can be separated by the style they use when making important decisions These styles vary in how much control is retained by the leader, and how much control is given to the followers Leadership Styles Is there likely to be one best style? What factors might impact the appropriateness of the various styles? Time-Sensitive Model Time-Sensitive Model Scientific support: In one study, following the model resulted in effective decisions 68% of the time. Not following the model resulted in effective decisions 22% of the time. Leaders’ instincts usually violate the model Leaders overuse consultative styles and underutilize autocratic and facilitative Leadership Behaviors In addition to making decisions, leaders engage in a number of behaviors What are some of those behaviors? Day-to-Day Behaviors . | Leadership: Styles and Behaviors Chapter 14 Leadership The use of power and influence to direct the activities of followers toward goal achievement Who Becomes a Leader? Leadership Styles Leaders can be separated by the style they use when making important decisions These styles vary in how much control is retained by the leader, and how much control is given to the followers Leadership Styles Is there likely to be one best style? What factors might impact the appropriateness of the various styles? Time-Sensitive Model Time-Sensitive Model Scientific support: In one study, following the model resulted in effective decisions 68% of the time. Not following the model resulted in effective decisions 22% of the time. Leaders’ instincts usually violate the model Leaders overuse consultative styles and underutilize autocratic and facilitative Leadership Behaviors In addition to making decisions, leaders engage in a number of behaviors What are some of those behaviors? Day-to-Day Behaviors There are two broad dimensions that encompass day-to-day leadership behaviors Initiating Structure Defining and structuring the roles of employees for goal attainment Consideration Creating job relationships characterized by mutual trust, respect, and consideration of employees’ feelings Day-to-Day Behaviors Might the importance of initiating structure and consideration vary across followers and situations? Day-to-Day Behaviors Something Is Missing Think about the most effective leaders you can name Do the leader behaviors and styles discussed thus far capture what it was that made these leaders so effective? So what’s missing? Transformational Leadership A pattern of behaviors that inspires followers to commit to a shared vision that provides meaning to their work and sets the leader up as a role model who helps followers reach their potential It is most often contrasted with so-called “transactional leadership,” which is built around exchanges of rewards and punishments, or .
