Chapter 2

• MAJOR TYPES OF LEADERSHIP BEHAVIOR

  1. Task and Relations Behavior
  2. Task-Oriented Behavior
  3. Change-Oriented Behavior
  4. Participative Leadership
  5. Transformational Leadership
• Task-Oriented Behavior - primarily concerned with accomplishing the task in an efficient and reliable way.
• Change-oriented Behavior - primarily concerned with understanding the environment, finding innovative ways to adapt to it, and implementing major changes in strategies, products, or processes
• Participative Leadership - also called empowering leadership and democratic leadership. This involves a leader's use of decision procedures that allows other people such as subordinates to have some influence over decisions that will affect them.
• Transformational Leadership - identified in the 1980s. Another term is "visionary leadership and inspirational leader". Some of the same behaviors are also described in theories of charismatic leadersip.
• EXTERNAL LEADERSHIP BEHAVIOR

  1. Networking
  2. Environmental Scanning
  3. Representing
• Networking - involves building and maintaining favorable relationships with peers, superiors, and outsiders who can provide desired information, resources, and political resource.
• Environmental Scanning - also called external monitoring. Includes collecting information about relevant events or changes in the external environment.
• Representing - includes lobbying for resources and assistance from superiors, promoting, and defending the reputation of the leader's group or organization. Negotiating agreements with peers and outsiders such as clients and suppliers.
• Planning - is to ensure efficient organization of the work unit, coordination of activities, and effective utilization of resources.
• Action Planning - development of detailed action steps and schedules for implementing new policy or carrying out a project.
• Contingency Planning - development of procedures for avoiding or coping with potential problems or disasters.
• Clarifying - is the communication of plans, policies, and role expectations.
• Clarifying behavior - is to guide and coordinate work activity and make sure people know what to do and how to do it.
• Monitoring - involves gathering information about the operations of the manager's organizational unit, including the progress of the work, the performance of the individual subordinates, the quality of products or services, and the success of projects or programs.