Lean Leadership

Leadership Behavior and Attitudes Page 1 of 15
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Leadership Behavior and

Attitudes
What leaders do
Introduction
Leadership traits endow the leader
with the potential to be a good leader
Examination of what leaders do helps
explain what makes a good leader
People with the traits are more likely
to engage in leadership activities.
(kirkpatrick and Locke)
Leadership is getting work done—
leader and followers have a working
relationship with each other.(Stogdill)
In the 1940’s major

http://webcache.googleusercontent.com/search?q=cache:YY-bZwjbC1sJ:www.perfor... 9/30/2010
research efforts were

launched at Ohio State
University and the
University of Michigan
Ohio State University
Study
2 key factors that
account for most of the
varience in leadership
behavior.
Initiating Structure
Consideration
Initiates Structure
Specifies tasks and
procedures
Who does what and how.
Initiating Structure
Includes behavior in
which the supervisor
organizes and defines
group activities and his
relation to the group.
This he defines the role
he expects each member
to assume, assigns tasks,

plans ahead, establishes
way of getting things
done and pushes for
production.
Consideration
Creates and envorinment
Provides support,
warmth, friendship and
trust.
Consideration
Includes behavior indicating mutual
trust, respect and a certain warmth
and rapport between the supervisor

and his group. This does not mean
that this dimension reflects a
superficial “pat-on-the-back”, “first
name calling” kind of human relations
behavior. This dimension appears to
emphasize a deeper concern for group
members needs and includes such
behavior as allowing subordinates’
more participation in decision making
and encouraging more two way
communication.
Relationship between
structure and
consideration
Each dimension is
independent
High structure-low
consideration
characteristic of
“proficient” supervisors.
Same pattern led to high
turnover, grievances,
absences, accidents, low
morale
Patterns of leadership
behavior related to
employee grievances and
turnover (Fleishman and
Harris)
Significant correlation between

leadership behavior (IS & C) and
organizational effectiveness
(grievances and turnover).
Grievances and turnover increase
most sharply at the extreme ends of
consideration(low) and structure
(high).
Increase consideration-grievances
and turnover decline initially.
Continued increases in
consideration get decreasing
results
behavior related to
Harris)
Consideration is the dominant factor.
High consideration – increased
structure perceived as helpful in a
climate of mutual trust and respect
Low consideration – increased
structure perceived as oppressive
and self serving.
High consideration formen could
initate almost any amount of
structure without increasing
greivances or turnover.
behavior related to
Harris)
Low consideration-low
structure perceived as
irrelavent.
Low consideration-high
structure perceived as
tyrannical
University of Michigan
Examined high producing
groups and low producing
groups
Leaders characterized as
“production centered” or
“employee centered”
Production Centered
Analogous to initiating
structure
Leaders do the following
Tight work standards
Well organized tasks
Prescribed work methods
Sounds like transactional
leadership, doesn’t it?
Employee centered
Encourages subordinate
participation
Employee participates in
goal setting activities
The most productive
groups were led by
employee centered leaders
Yes, but what do leaders
do when they initiate
structure or demonstrate
consideration?
Task related activities and
attitudes
Adaptability
Sizes up people, situations and
tactics
Direction Setting
Northbound train
Set high performance
standards
Pygmalion effect

attitudes (cont’d)
Risk taking/action
oriented
Provides hands on
guidance
Provides frequent
feedback
Takes corrective action

Reinforces favorable activities

attitudes (cont’d)
Remain calm and
consistent under
pressure
Asks tough questions
rather than provide
answers
Reverse delagation
Strong customer
orientation
Relationship Oriented
actions
Alignment
Everyone pulling in the same
direction and persuing 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
actions (cont’d)
Concert building
The goal is to produce a system
that is self evaluation, self
correction, self renewing, ongoing.
Inspiration
Satisfaction of the
needs of members
actions (cont’d)
Making work meaningful
Emotional support and
encouragment
Promotion of principles
and values

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Leadership Behavior and Attitudes Page 1 of 15

Berikut ini adalah versi HTML dari berkas http://www.performancebehaviour.nl/wp-

Leadership Behavior and

In the 1940’s major

research efforts were

to assume, assigns tasks,

and rapport between the supervisor

Significant correlation between

Task related activities and

Takes corrective action

Task related activities and

Care for each other

Confidence in each others’ ability

Letting people know how they fit

and how they are doing

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