Memorándum de Entendimiento (MoU) entre Codelco y SQM
Padraig Carroll MBA leadership presentation Gary A. Yukl - Leadership in organisationschapter 3
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
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
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
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
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
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!