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Effective LeadershipBehavior and Attitudes
What leaders do
Presented by:- Manashi nayak
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Introduction• Leadership traits endow the leader with thepotential to be a good leader
• Examination of what leaders do helps explain whatmakes a good leader
• People with the traits are more likely to engage inleadership activities. (kirkpatrick and Locke)
• Leadership is getting work done—leader andfollowers have a working relationship with eachother.(Stogdill)
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In the 1940’s majorresearch efforts were
launched at Ohio StateUniversity and the
University of Michigan
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Ohio State University
Study• 2 key factors that account for mostof the varience in leadership
behavior.• Initiating Structure
• Consideration
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Initiates Structure• Specifies tasks and procedures
• Who does what and how.
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Initiating Structure• Includes behavior in which thesupervisor organizes and definesgroup activities and his relation tothe group. This he defines the rolehe expects each member to assume,assigns tasks, plans ahead,
establishes way of getting thingsdone and pushes for production.
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Consideration• Creates and envorinment
• Provides support, warmth, friendship
and trust.
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Consideration• Includes behavior indicating mutual trust, respectand a certain warmth and rapport between thesupervisor and his group. This dimension appearsto emphasize a deeper concern for groupmembers needs and includes such behavior asallowing subordinates’ more participation indecision making and encouraging more two waycommunication.
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University of Michigan• Examined high producing groups andlow producing groups
• Leaders characterized as ―productioncentered‖ or ―employee centered‖
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Production Centered• Analogous to initiating structure
• Leaders do the following
– Tight work standards– Well organized tasks
– Prescribed work methods
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Employee centered• Encourages subordinate participation
• Employee participates in goal setting
activities
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The most productive groups
were led by employeecentered leaders
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Task related activities
and attitudes• Adaptability
• Direction Setting
• Set high performance standards
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Task related activities
and attitudes (cont’d) • Risk taking/action oriented
• Provides hands on guidance
• Provides frequent feedback
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Task related activities
and attitudes (cont’d) • Remain calm and consistent underpressure
• Asks tough questions rather thanprovide answers
• Strong customer orientation
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Relationship Oriented
actions• Alignment– Everyone pulling in the same direction and
pursuing a common vision
• Mobilization– Getting group to work together smoothly
• Communication• Care for each other
• Confidence in each others’ ability • Letting people know how they fit and how they are
doing
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Relationship Oriented
actions (cont’d) • Concert building– The goal is to produce a system that is
self evaluation, self correction, selfrenewing, ongoing.
• Inspiration
• Satisfaction of the needs ofmembers
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Relationship Oriented
actions (cont’d) • Making work meaningful
• Emotional support and encouragement
• Promotion of principles and values