Leadership Behavioural Model

 Identify Leadership Behaviour according to:

 University of Iowa Leadership styles
 University of Michigan Leadership model
 Ohio State University Leadership model
 Leadership Grid Theory
 Shifting from trait to behavioural paradigm

 Traits cannot be underestimated

 Example, Pygmalion effect based on traits,

attitude expectations and behavioural
treatment of followers
The Task vs The People
 Kurt Lewin – renown German-American
psychologist in 1930s. Kick started
behavioural research

 Autocratic style
 Democratic style

Autocratic -----------------------------------------------------------Democratic
 Rensis Likert – famous organization psychologist
 To classify leaders as effective or ineffective by
behaviour comparison at high vs low performing
units
 To determine reasons for effective leadership
 UM leadership model
 Job centered
 Employee centered

Job centered ----------------------------------------------------Employee centered

 Job centered – Task oriented behaviour. Takes
charge, clear communication and goals

 Employee centered – tests supportive

leadership & interaction facilitation. Develops
trust, support and respect.

 Later proposed participative leadership

 Ralph Stogdill – well respected researcher

 Use of Leadership Behaviour Description

Questionnaire (LBDQ)

 Initiating structure behaviour – task oriented

 Consideration behaviour – relationship oriented
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 Impoverished leader – Carries out the minimum
required to remain in employment. (1,1)
 Authority-Compliance leader – Focuses on getting job
done, treating people like machines. (9,1)
 Country Club leader – Maintains friendly atmosphere
with barely any regard for the task. (1,9)
 Middle of the road leader – Aims for satisfactory
performance and morale in the team. (5,5)
 Team leader – Seeks maximum performance and
member satisfaction in the team. (9,9)
Contingency Theories in Leadership (inc.
networking)
To recognise the following:
 Fiedler & LPC
 Tannenbaum and Schmidt’s Leadership
Continuum Model (TSLC)
 Path Goal leadership theory and model

To apply:
 Networking

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 A leadership theory is an explanation of
some aspect of leadership - to better
understand, predict, and control successful
leadership

 A leadership model is an example for

emulation or use in a given situation

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 Any sport: Golf, Baseball, Basketball…

 10,000 hour rule…success?

 Never 100% --- but using models improve

chances for success

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 Attempts to explain the appropriate
leadership style based on the:

• Leader
• Followers
• Situation

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 Assumption:
 You have to believe in contingency leadership
 You are flexible enough

 Variables affected by:

 Leadership style the group prefers
 The context (Location, culture, urgency, etc)
 Demands and constraints confronting the leader

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 Leadership is about flexibility.

 How flexible are you to changing

circumstances?

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 Neuropsychological assessment

 Selective attention needed

 Ability to carefully choose environmental stimuli to focus on, &

which to ignore

 Test of mental flexibility - switch between multiple stimuli

 Without good selective attention - easy to make errors

 Those with ADHD & Depression find it difficult

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 Is used to determine if a person’s leadership
style is:

task- or relationship-oriented, and if the

situation (leader–member relationship, task
structure, and position power) matches the
leader’s style to maximize performance

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 Determine whether your dominant
leadership style is task-oriented or
relationship-oriented by completing the least
preferred coworker (LPC) scales
“Are you more task-oriented or
relationship-oriented?”

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 http://www.wiley.com/college/man/sc
hermerhorn371939/site/sa/page03.ht
m

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 Fiedler believes your leadership style fixed …therefore difficult to
change.

 Contingency Views: Suggests key to leadership success finding (or

creating) good "matches" between style and situation – match to
future job?

 Scores > 73 = "relationship-motivated“

 Scores < 64 = "task-motivated" leader.

 Scores between 65 and 72, you determine which leadership style is most like yours.

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 Everyone has a dominant style

 If style matches – do nothing

 If style does not match:

 Change environment
 Change job
 Change people
 Change everything but yourself
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 LPC scores may not reflect personality traits

 Only alternative for mismatch and an

unfavorable situation is changing the
leader/environment

 The model's validity has also been disputed,

despite many supportive tests (Bass 1990).

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 Autocratic Style
Participative Style
1. 2. 3. 4. 5. 6. 7.
Leader Leader Leader Leader Leader Leader Leader
makes makes presents presents presents defines permits
decision and decision and ideas and tentative problem, gets limits and followers to
announces it sells it to invites decision suggested asks the make
to followers followers. follower subject to solutions, and followers to ongoing
individually questions. change. makes the make a decisions
or decision. decision. within
without defined
discussion. limits.

Source: Adapted and reprinted by permission of Harvard Business Review From “How to Choose a Leadership Pattern” by
Robert Tannenbaum and Warren H. Schmidt, May–June 1973. Copyright © 1973 by the Harvard Business School
Publishing Corporation, all rights reserved.
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 Model focuses on the preferences of the
Decision Maker…

 …not forgetting forces affecting Leader,

Follower and Environment

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 As a leader, you consider your:
 Experience
 Expectation
 Values
 Background
 Knowledge
 Feeling of security
 Confidence in the subordinates

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 How followers perceive your :

 Personality

 Behavior

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 The environmental considerations are
considered in selecting a leadership style
 Includes the organization’s:
 Size
 Structure
 Climate
 Goals
 Technology

 Your bosses

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 The factors used to select a leadership style
are very subjective

 Choosing which style to use is difficult using

this model

 Bias of leader plays a part

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 s

 Attempts to explain how leader behavior

influences performance and satisfaction of
followers

 Leader - to use the appropriate leadership style,

regardless of own preferred traits and behavior

 Based on needs of members and environmental

factors…not the leader

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 Motivation is increased by:
 Clarifying the follower’s path to the rewards
that are available

 Working with followers to identify and teach

them behaviors which will lead to successful
task accomplishment and organizational
rewards
 Increasing the rewards that are valued and
wanted by the followers
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 Authoritarianism
– How much employees defer to others, and want to
be told what to do and how to do the job

 Locus of control
– Is the extent to which employees believe they control
goal achievement (internal) or if goal achievement is
controlled by others (external) –

 Ability
– Is the extent of the employees’ ability to perform
tasks to achieve goals
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 Environment
 Task structure
– How repetitive is the job?

 Formal authority
– How powerful is the leader?

 Work group
– Are co-workers able to effectively contribute to job
satisfaction or the relationship between followers?
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 Many variables to consider

 Not easy to apply – which variable should

take precedence?

 Populist? Follower centric – how about your

input as leader?

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Networking

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 Is more successful than all other methods
combined for finding employment
 Is also used for:
 Developing a business
 Job satisfaction
 Enhanced performance
 Salary
 Power
 Promotions
 Is a learned skill that everyone struggles with,
especially women – true? 41
 Youtube
 Key in ‘Networking moment - Ugly Betty’
 http://www.youtube.com/watch?v=Euc23XGqnW
A&feature=related

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 Memorise your 30 sec pitch (usually 1 min)

 5 mins to prepare
 Your name and where you study
 Something interesting about yourself
 Why you think LTB can help you after graduation
 Try and get the other person’s email, phone number…

 Make it memorable

 15 mins for meaningful chat with as many people

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 Use your network list of people to set up a
networking follow to meet find out more about
the person

 Reasons vary from getting industrial

information; assessing a potential
client/supplier; etc.

 Do over lunch, sport, etc – people are busy!

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 They could land you a job…or a life partner!

 Help others…free presentation, following up

with contacts, led to jobs, business
opportunities and more!

 Never despise low level staff

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 Stroop Test - http://at-bristol.org.uk
 http://www.lumosity.com/blog/color-match/

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