Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 8

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C

 

HAPTER

E

IGHT

Leadership Behavior


The Building Blocks Of Skills
Initiating Structure & Consideration
Employee & Job­Centered Dimensions
The Leadership Grid
360­Degree Feedback

Behavior/ 
Skills/ 
Competencies

Knowledge

Intelligence

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Managerial Derailment
Self­Defeating Behaviors
Coaching & Mentoring Behaviors

Experience

Personality 
Traits and 
Preferences

Values 
Interests 
Motives/Goals

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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. 

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Four Categories That Contribute To 
Effective Group Performance
•
•
•
•

Leader support
Interaction facilitation
Goal emphasis
Work facilitation

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Sources For 360­degree Feedback
Boss

Self

360º Feedback 
Results

Peers

Direct Reports
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Questions Addressed By Recent 
360º Feedback Research
• Does 360º feedback matter?
• Are self­observer perceptual gaps 
relevant?
• Does 360º feedback improve leaders’ 
ratings over time?
• Are there meaningful culture, gender 
or race issues with 360 º feedback?
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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.

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Why It’s Important for Practitioners to Understand 
360º Feedback, continued
• Effective leaders seem to have a broad 
set of well­developed 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.
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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

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The Development Pipeline

Initial 
Capabilities

Insight

Motivation

New 
Knowledge 
and Skills

Real World 
Application

Accountability

Increased 
Capabilities

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Copyright   2000 Personnel Decisions International Corporation. All Rights Reserved. 


What Were the Most Useful Factors 
in the Coaching You Received? 
Handling 
organizational 
General 
politics

encouragement
7%
7%
Understanding 
organizational 
objectives
7%

Clear, direct 
feedback
36%

Advice on handling 
situations
20%
A new perspective
23%

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