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Chapter 8 - Leadership behavior. Leaders can benefit from the leadership behavior research in several ways. First, the behavioral approach has served the important purpose of directing attention to identifying types of leadership behavior critical to success. Second, the behavioral approach allows leadership practitioners to focus on concrete and specific examples of leader behavior. Third, an outgrowth of the behavioral approach has been the development of competency models and 360-degree feedback instruments. | CHAPTER EIGHT Leadership Behavior 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 Intelligence Personality Traits and Preferences Values Interests Motives/Goals Knowledge Experience Behavior/ Skills/ Competencies 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. Four Categories That Contribute To Effective Group Performance Leader support Interaction facilitation Goal emphasis Work facilitation Sources For 360-degree Feedback Direct Reports 360º Feedback Results Boss Self Peers 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? 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. 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. 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 The Development Pipeline Copyright 2000 Personnel Decisions International Corporation. All Rights Reserved. Insight New Knowledge and Skills Motivation Accountability Real World Application Initial Capabilities Increased Capabilities What Were the Most Useful Factors in the Coaching You Received? | CHAPTER EIGHT Leadership Behavior 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 Intelligence Personality Traits and Preferences Values Interests Motives/Goals Knowledge Experience Behavior/ Skills/ Competencies 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. Four Categories That Contribute To Effective Group Performance Leader support Interaction facilitation Goal emphasis Work facilitation Sources For 360-degree Feedback Direct Reports 360º Feedback Results Boss Self Peers Questions Addressed By Recent 360º Feedback Research Does 360º feedback matter? Are self-observer .
