Presentation on Chapter 3 of Gary A. Yukl's book: Leadership in organiations ( 8th edition ) for the National College of Ireland MBA class

1. Chapter 3 – Leadership Behaviours
Leadership in organisations
Gary A. Yukl
Pádraig Carroll
April 2014

2. Why so many categories
What research methods
Describe the behaviours
Why: Task & Relations
Why: Change orientation
Effective use

3. Why so many ways to describe leadership behaviour?

4. 50+ years of research
Abstract not Tangible
Broad versus Narrow
Methods of observation/ classification development
• Factor Analysis
• Judgmental
• Theoretical deductive

5. Major Types of Leadership Behaviour

6. Early Research shows 2 main
types of leadership behaviour
perception
Task & Relations

7. Task-Oriented Relationship-Oriented
Emphasis on work facilitation Emphasis on interaction
facilitation
Focus on structure, roles and
tasks
Focus on relationships, well-
being and motivation
Produce desired results is a
priority
Foster positive relationships is
a priority
Emphasis on goal-setting and
a clear plan to achieve goals
Emphasis on team members
and communication within
Strict use of schedules and
step-by-step plans, and a
punishment/incentive system
Communication facilitation,
casual interactions and
frequent team meetings

8. Which Leaders do we think of?

9. Change-oriented behaviour
Duffy, AIB
Other behaviour types

10. Participative leadership
Page, Google
Other behaviour types

11. Task
Organise activities for efficiency
Assign work
Direct and coordinate
Relations-oriented
Support and encourage
Socialise and build relationships
Use symbol, ceremony & ritual to build team identity
Change-oriented
Monitor the external environment for O&T
Study competitors for ideas
Encourage and facilitate innovation
External Leadership behaviours
Networking
Monitor the external environment for O&T
Representing
Examples of behaviours

12. Transformational leadership
Research relates to charismatic leadership
Traits: Visionary & Inspirational

13. Methods for studying the effects of
leadership behaviours
Diary
Weeks of records
Critical incidents
Questionnaires following incident
Observation/Manipulation
Limited experiments
Interviews
Leaders & Subordinates
Case studies
Biographies and Case studies

14. Effects of Task and Relations behaviours…
In General: Task doesn’t lead to satisfaction
Research: Is quite weak to date (best fit?)
Future: Understand how effective leaders
adapt their styles

15. The face of Leadership
A How To guide

16. Planning Work activities
Short Term: What to do, how, who, and when
Action Planning: Steps, schedule, and policies
Contingency planning: Coping with problems
Guidelines:
 Identify action steps
 Identify optimal sequence of steps
 Estimate time needed
 Set deadlines
 Estimate cost
 Set accountability
 Monitor

17. Clarifying Roles and objectives
Define: Roles and responsibilities
Assign: Specific tasks and steps
Setting: Performance goals
Guidelines:
 Clearly explain assignment
 Explain the reason for the assignment
 Check for understanding
 Provide necessary instruction
 Set priorities, goals, and deadlines

18. Monitoring Operations & Performance
Gather: Information about the operations
Including: WIP, Performance, Quality, Success
Guidelines:
 Set KPI’s
 Monitor process & outcomes
 Measure progress against plans
 Develop independent sources of information
 Conduct progress review meetings
 Observe directly (MBWA?)
 Ask, encourage, guide

19. Supportive Leadership
Traits: Consideration, acceptance, concern, empathy
Guidelines:
 Show acceptance & positive regard
 Provide sympathy & support
 Bolster others’ self esteem
 Be willing to help others

20. Developing Subordinates, Peers, Network
Research suggests: The most effective leaders
develop their followers skills AND confidence
Guidelines:
 Engage learning and development programs
 Formalise a mentoring program

21. Providing Praise & Recognition
Involves: Showing appreciation
Forms: Praise, awards, recognition ceremonies
Guidelines:
 Recognise success
 Celebrate success
 Recognise good effort in failure
 Celebrate the effort
 SEEK out contributions

22. 1950
Lead
Manage
Operate
2014
Influence
Empower
Innovate
Lead / Manage /Operate
Changing CV of the Leader

23. Leadership
Gap
A mix of task orientation,
change orientation,
participative &
empowerment leadership,
and relationship skills are
needed to bridge the gap
Apply best fit per
cycle/situation!