LEADERSHIP IN PUBLIC

ORGANIZATIONS: AN
INTRODUCTION
M.E. Sharpe Montgomery Van Wart (2007)
TASK-ORIENTED
BEHAVIORS
Chapter 10
Topics
 The Three Behavior Domains
 Task – People - Organizational
 Task Oriented Behaviors
 Monitoring and Assessing
 Operations Planning
 Clarifying Roles and Objectives
 Informing
 Delegating
 Problem Solving
 Managing Innovation
The Three Behavior Domains
 The underlying logic:
 Before leading people should have information and
knowledge – this is the assessment phase
 In the task domain – it is referred to as monitoring and
assessing tasks
 In the people domain – it is consulting
 In the organizational domain – it is scanning the
environment
The Three Behavior Domains
• Leaders have to decide what to do – this is the
formulation and planning function
 In the task domain – this is operations planning

 In the people domain – this is planning and organizing

personnel
 In the organizational domain – this is strategic

planning
The Three Behavior Domains
• Leaders have to get results– this involves the
implementation functions
 In the task domain – this is clarifying roles and

objectives, informing and delegating

 In the people domain – this is developing staff,

motivating and building and managing teams

 In the organizational domain – this articulating the

mission and vision, networking and partnering and

performing general management functions
The Three Behavior Domains
• Leaders have to insure that the unit of organization is
responsive to operational challenges and shifts in needs,
technologies, or tastes – this is the change function
 In the task domain – this is problem solving and

managing innovation and creativity

 In the people domain – this is managing conflict and

managing personal change

 In the organizational domain – decision making and

managing organizational change

Task Oriented Behaviors
 Monitoring and Assessing Work
 Operations Planning
 Clarifying Roles and Objectives
 Informing
 Delegating
 Problem Solving
 Managing Technical Innovation & Creativity
Monitoring and Assessing Work
 Involves
 gathering and evaluating data related to subordinate
performance, service or project qualities, and overall
unit or organizational performance
 Monitoring has three important aspects
 Defining what is important to monitor and observe
 The consistent and disciplined review of the
information
 Integration of qualitative sources
Monitoring and Assessing Work
 Guidelines:
1. Define & measure key indicators of progress and
performance
2. Compare progress with plans
3. Maintain a variety of sources of information
4. Ask clarifying questions
5. Encourage open and honest reporting
6. Conduct review meetings
Operations Planning
 Focuses on coordinating tactical issues into a
detailed blueprint
 Involves:
 Deciding on a planning model
 Determining what logistical elements are necessary to
include
 Coordinating the plan with others
 Implementing the plan
Operations Planning
 Guidelines:
1. Identify the type of action planning necessary
2. Determine the logistics that need to be planned
3. Consult and coordinate to ensure planning accuracy
and buy-in
4. Implement the plan
Clarifying Roles and Objectives
 This refers to working with subordinates to guide
and direct behavior
 communicating about plans, policies and expectations
 There are three sub-elements
 Defining job responsibilities
 Setting performance goals
 Providing instruction
Clarifying Roles and Objectives
 Guidelines
1. Mutually define job responsibilities
2. Establish priorities among job responsibilities and
establish a scope of authority
3. Mutually set goals for each priority area
4. Pay attention to the basics of goal-setting theory
5. When providing instruction, be sure to pay attention
to the basics of information and learning theory
Informing
 Providing business related information to
subordinates, superiors, peers or people outside the
organization
 There are three sub-elements
 Facilitatingcoordination of work
 Shaping the mood about work and strategies that will
function best
 Serving a public relations or image function
Informing
 Guidelines
1. Determine what information others need and want
2. Determine the best way to relay information
3. Manage information flow strategically
4. Inform people about accomplishments and promote
success.
Delegating
 A type of power sharing in which subordinates are
given substantial responsibilities and/or authority
 Involves two major elements
 The designating responsibility
 Allocating authority
Delegating
 Guidelines
1. Assess opportunities for delegation
2. Emphasize personnel development and
empowerment when possible
3. Balance responsibly and authority
4. Specify conditions of delegation carefully
Problem Solving
 This is identifying, analyzing, and handling work-
related problems
 This involves three elements
 Recognizing problems
 Investigating problems
 Resolving problems
Problem Solving
 Guidelines
1. Identify and classify problems
2. Analyze difficult problems
3. Generate alternatives
4. Choose an alternative
5. Take responsibility for fixing problems
Managing Innovation & Creativity
 This involves establishing an environment that
encourages and provides the tools for learning,
flexibility and change
 Two major elements
 Creating, acquiring, and transferring knowledge in an
organizational context
 Modifying organizational behavior to reflect new
knowledge and insights
Managing Innovation & Creativity

 Guidelines
1. Create an environment that fosters learning,
flexibility, and change
2. Encourage a mindset that will encourage high-
quality change and innovative learning
3. Provide the tools and opportunities for learning and
innovation
Conclusion
 Task-oriented competencies form a basic dynamic
for leaders at all levels and in all positions.
 Problem solving comes out at the top of most lists
in terms of important
 Leaders who fail to keep up with these
competencies may find their careers derailed
 Some think of these more as management than
leadership – nonetheless they are critical
 Exhibit 10.5 – Summary of Chapter 10