8-1 mcgraw-hill/irwin © 2002 the mcgraw-hill companies, inc., all rights reserved
TRANSCRIPT
8-1
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.
CHAPTER EIGHT
Leadership BehaviorLeadership BehaviorLeadership BehaviorLeadership Behavior
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McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.
The Building Blocks Of Skills
Initiating Structure & Consideration
Employee & Job-Centered Dimensions
The Leadership Grid
360-Degree Feedback
Managerial Derailment
Self-Defeating Behaviors
Coaching & Mentoring Behaviors
IntelligencePersonality Traits and
Preferences
Values Interests
Motives/Goals
Knowledge Experience
Behavior/ Skills/
Competencies
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Leader Behavior Description Questionnaire
Subordinates were asked to rate the leader on the following behaviors: Lets subordinates know when they’ve done a
good job.
Sets clear expectations about performance.
Shows concern for subordinates as individuals.
Makes subordinates feel at ease.
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Four Categories That Contribute To Effective Group Performance
• Leader support
• Interaction facilitation
• Goal emphasis
• Work facilitation
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Sources For 360-degree Feedback
Direct Reports
360º Feedback Results
Boss
Self Peers
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Questions Addressed By Recent 360º Feedback Research
• Does 360º feedback matter?
• Are self-observer perceptual gaps relevant?
• Does 360º feedback improve leaders’ ratings over time?
• Are there meaningful culture, gender or race issues with 360 º feedback?
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Why It’s Important for Practitioners to Understand 360º Feedback
• It’s likely that practitioners will receive this type of evaluation.
• Describes the leadership behaviors needed to achieve organizational goals (if it’s built around an organization's competency model).
• May be one of the best sources of “how” feedback for leadership practitioners.
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Why It’s Important for Practitioners to Understand 360º Feedback, continued
• Effective leaders seem to have a broad set of well-developed leadership skills.
• Leaders need to create specific goals and development plans in order to improve leadership skills.
• Leadership behavior can change over time.
• There are cultural, racial and gender issues.
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Four Themes in Derailment Research
• Problems with interpersonal relationships
• Failure to meet business objectives
• Inability to build and lead a team
• Inability to develop or adapt
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The Development Pipeline
Copyright 2000 Personnel Decisions International Corporation. All Rights Reserved.
InsightNew
Knowledge and Skills
Motivation AccountabilityReal World ApplicationInitial
CapabilitiesIncreased Capabilities
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What Were the Most Useful Factors in the Coaching You Received?
Clear, direct feedback
36%
A new perspective23%
Advice on handling situations
20%
Understanding organizational
objectives7%
General encouragement
7%
Handling organizational
politics7%