There is so much diversity in leaders behaviour. There are also many important reasons to describe them. However, these are more of abstractions then tangible attributes. No absolute set of correct behaviours can be established. Each method has its biases and limitations and there are substantial differences between them.
These can range from task-oriented, relations-oriented, change-oriented, transformational, empowering, external behaviour and proactive influence tactics.
Today, I will focus on the task-oriented and relations-oriented behaviours.
Task-oriented and relations-oriented behaviour
Task-oriented-behaviour is focusing on the task in an efficient and reliable way. Relations-oriented behaviour focuses primarily on increasing trust, cooperation, job satisfaction and identification within the team and organisation.
The task-oriented behaviours generally include activities like clarifying job roles and task objectives, assigning tasks, planning and monitoring performance. It may also include solving operational problems. Relations-oriented behaviour is more concerned for people, it involves support and maintaining of good relationships.
Studies suggest the subordinates are more satisfied with leaders who are supportive, but in some studies subordinates were more satisfied with task-oriented leadership style. Therefore, all leaders should use some task-oriented and relations-oriented leadership behaviours specific to relevant situations.
Task-oriented leader activities
The task-oriented behaviour includes multiple activities which can be further divided into:
Planning work activities - deciding what to do, how to do it and who will do it by when. This is to ensure efficient organisation of workload. We make decisions, define objectives, priorities, scheduling and allocating resources. It involves analysing information and making decisions about how tasks will be accomplished. It is not a single episode, but may be a time-consuming process.
Clarifying roles and objectives - this involves communicating the plans, policies and expectations. We guide and coordinate work to make sure that people know what to do and how to do it. This allows to remove ambiguity and conflicts. We often explain the reasons behind the assignment, check understanding and set specific goals.
Monitoring operation and performance - this includes monitoring the progress of work, the quality of products or services or success of a project. This can involve observations, reading reports, inspecting the quality of sample or even monitoring calls for checking customer satisfaction. It provides information needed for planning and problem solving and it is important for managerial effectiveness. Through monitoring we identify problems and opportunities as well as formulate objectives, strategies, plans, policies and procedures. Monitoring also allows to define subordinates performance, achievements, training needs and set rewards. Problems such as declines quality, low productivity, cost overruns, behind-schedule projects, dissatisfaction and conflicts may be detected sooner then later. The appropriate level of monitoring will depend on the competencies of subordinates and complexity of work. More monitoring may be required when the subordinates are inexperienced and insecure. It might also be needed when mistakes have serious consequences or when disruption in the workflow is likely to appear, for example through equipment breakdown, material shortages, personnel shortages. Generally to monitor we: (1) identify KPIs, (2) monitor progress and outcomes, (3) measure progress against plans (4) conduct progress review meetings (5) observe operations directly if feasible (6) ask questions directly about the work, (7) encourage reporting of problems and mistakes, (8) use the information to plan and guide others.
Solving operational problems - leaders need to deal with disruptions of normal operations as well as the behaviour of the team that may be illegal, destructive or unsafe. Leaders need to deal with them in timely and appropriate way. Ineffective leaders ignore signs of problems, avoid responding and then they become worse. We are to make a response, identify the cause and work on solutions. Problems can be resolved timely with available resources. Good leaders give priority to important problems, rather then ignoring or passing on someone else. It is desirable to evaluate the problem and try and resolve promptly within the resources available and decide whether it is worth to invest time and effort on this problem rather then on others. When serious problems appear in the business, subordinates are looking at the leaders to explain it and define what is being done to resolve it. When we postpone it, rumours may occur and people may become afraid and discouraged. A leader can help to avoid unnecessary stress by explaining the problem and showing confidence. Problem solving can be proactive as well as reactive. We may be able to predict some of the issues, such as accidents, equipment failures, natural disasters, supply shortages or computer hacking. A useful way would be to: (1) anticipating operational problems and dealing with them, (2) learning to recognise early warning signs, (3) quickly identify the cause, (4) look for connections among problems, (5) direct the response in confident and decisive way, (5) keep people informed about the problem and what is being done to resolve it and (6) be willing to explore innovative solutions.
Relations-oriented leader activities
The relations-oriented leader behaviours are also found to be related to effective leadership. It includes activities like Supporting, Developing and Recognising.
Supportive leadership - the leaders show consideration, acceptance and concern for the needs and feelings of other people. A leader who is considerate and friendly is more likely to win loyalty. Emotional ties make it easier to gain cooperation and doing the extra things for the leader. This may increase their self-confidence and reduces work stress. Leaders show appreciation, listen to problems and complaints, avoiding being overly critical thus improve satisfaction. We can: (1) show acceptance and positive regard, (2) show interest with the person and individual, (3) provide sympathy and support when person is anxious and upset, (4) boost their self-confidence and self-esteem, (5) be willing to help with personal problems.
Developing subordinates skills - this includes mentoring, coaching as well as providing development opportunities. More effective managers take active role in developing their people. This increases the satisfaction as well as quality of tasks and improved performance. We could: (1) show concerns for each person's development, (2) help the person ways to improve their performance, (3) be patient and helpful when providing coaching, (4) provide helpful career advice, (5) encourage attendance in relevant training activities, (6) provide opportunities to learn from experience, (7) encourage coaching by peers where appropriate, (8) promote the persons reputation.
Provide praise and recognition - the leader praise, award and even promotes recognising ceremonies. Every leader can be creative in giving recognition. They give recognition through meaningful criteria rather then judgements. Meetings can be organised for employees to share their achievements. We can do it through: (1) recognising a variety of contributions and achievements, (2) actively search for contributions to recognise, (3) recognise improvements in performance, (4) recognise commendable efforts that failed, (5) do not limit recognition to high-visibility jobs, (6) do not limit recognition to few best performers, (7) provide specific recognition, (8) provide timely recognition, (9) use an appropriate form of recognition.
Summary
Many types of leadership behaviour may be identified. Certainly the task-oriented and relations-oriented behaviours are proven to contribute to the leadership effectiveness. It enhances the cooperation and employee satisfaction. Effective leaders have high concern for task objectives as well as relationships objectives.
コメント