Leadership behavior

Whereas many theories help an individual xmderstand how to lead, there remain styles of leadership that a person can adopt to influence the actions and behaviors of others. Many of the theories discussed earlier describe some form of leadership behavior. The work of Daniel Goleman in El provides a nice framework for describing various leadership styles. 

Bass and Avolio (1994) propose an integrative framework that includes transformational, transactional, and nontransactional leadership. According to Bass and AvoUo s fuU range leadership model, leadership behaviors form a continuum in terms of activity and effectiveness. Transformational leadership behaviors are at the higher end of the range and are described as more active-proactive and effective than either transactional or nontransactional leadership. Transformational leadership includes four components. 

This chapter addresses (1) how leaders can be developed to enhance inclusive leadership behavior and practice and (2) how leadership development can be done in an inclusive way. 

Strengthening inclusive leadership behaviors. Inclusive leadership is effective leadership. Our short list of inclusive behaviors aligns... 

Scott, K, A, and Brown, D.J. (2006). Female first, leader second Gender bias in the encoding of leadership behavior. Leadership Behavior and Human Decision Processes, 101(2), 230-242,... 

The managers at this asset express that the aim is consistent leadership behaviors and to obtain co-ordinated management solutions across shifts. Nevertheless, it is challenging to coordinate technical activities across different shift periods. For example, there have been situations where decisions made by the management is not coordinated between the shifts. However, these are not critical decisions. 

Bossidy and Charan (2002) state that there are seven leadership behaviors that form the building block of execution ... 

Review the following effective leadership behaviors. How many do you exhibit on a daily, weekly, monthly basis Which ones do you need to focus and improve on ... 

Detert, J.R. and Burris, E.R. 2007. Leadership behavior and employee voice Is the door really Academy of Management Journal, 50(4), 869-84. 

So, for the sake of discussion, let s assume that the three antecedents (i.e., an inclusive organizational culture, inclusive leadership behaviors, and inclusive organizational practices) are present in an organization. 

Underline the ones that are part of your leadership behavior. 

Identify your leadership behaviors that need greater reinforcement Which ones need to be modified Need to be discontinued ... 

Ubuntic inclusion is more than a set of leadership behaviors, organizational practices, or rules. It is a paradigm. To create, niulau e, and sustain Ubuntic inclusion in an organization (and reap its benefits), a fundamental paradigm shift from rampant individualism to a more collective orientation such as Ubuntu is necessary. Once that shift has been made, true inclusion becomes possible. 

Leadership behaviors and methodology helped one organization in its quest to reduce medication errors, as discussed in the following case study. 

Research performed by Catalyst," a nonprofit research and advisory organization specializing in issues related to women and business, shows that men and women exhibit similar leadership styles, but that men do not face the persistent gender stereotyping that women business leaders ftequendy face. Men are still viewed as default leaders and women as atypical leaders, with the perception that women violate accepted norms of leadership, no matter what their leadership behavior. 

For instance, the Catalyst research continues, if women business leaders act consistent with gender stereotypes, they are considered too soft. If they go against gender stereotypes, they are considered too tough. Women leaders face higher standards than men leaders, and are rewarded with less. Often they must work doubly hard to achieve the same level of recognition as men leaders for the same level of work and prove repeatedly they can lead. When women exhibit traditionally valued leadership behaviors such as assertiveness, they tend to be seen as competent but not personable or well-liked. Yet those who do adopt a more stereotypically feminine style are liked but not seen as having valued leadership skills. 

Fleming, M. (1999). Effective Supervisory Safety Leadership Behaviors in the Offshore Oil and Gas Industry. London HSE Books. 

Fleming, M., Effective supervisory safety leadership behaviors in the oil and gas industry. Proceedings of the HAZARDS XV The Process, Its Safety, and the Environment "Getting It Right" Conference, 2000, pp. 371-384. 

We know safety leadership behaviors are subject to the same principles as other behaviors. Understanding these principles makes it possible to quickly acquire the behaviors needed to lead safety and to build a strong safety climate. 

This means that once we are clear about what we value and are in touch with the passion that underlies our values, we must translate this into behavior. Leadership behavior has two facets wkat we do (leadership best practices) and how we do it (leadership style). We ll discuss style here and best practices in chapter 5. 

To understand how cognitive bias can work below the level of your awareness and affect your leadership behavior and your influence on others and the culture, consider the following case from a manufacturing plant. Focus on the plant manager s cognitive bias and resulting behavior. Next, look for the effects of his behavior on his direct reports. Finally, look for the biases active in his team. Notice that none of these people were aware of the role the biases were playing in their behavior ... 

Furthermore, and perhaps more important, a leader sets organizational direction implicitly—without ever saying a word—by the signals her colleagues receive about her emotional and physical reactions to situations and from her decisions, behaviors, and leadership style. These nonverbal responses define the tone at the top as much as any overt, intentional action, and this tone quickly permeates the organization and establishes the feel of its culture. Haberdashers speak of the "hand" of a fine silk tie—i.e., the fabric s distinctive texture and firmness. Analogously, the culture of the organization stems from the feel of the fabric of relationships modeled by leadership behavior. 

James Reason says that the price of patient safety is "chronic unease." We prefer to think that chronic curiosity is the way to achieve safety for both employees and patients. Constantly asking what we know and don t know, pursuing what has changed and why, inquiring about what went before and after an undesirable but preventable outcome, and exploring which leadership behaviors may have signaled the very behavior that occasioned the adverse event—these questions all bring continual improvement. 

FIGURE 10-3. FIRST-LINE SUPERVISOR CRITICAL LEADERSHIP BEHAVIORS AND THEIR RELATIONSHIP TO NASA S LEADERSHIP SAFETY VISION. 

The process began with a detailed individual assessment, including a 360-degree diagnostic survey (see the discussion of the Leadership Diagnostic Instrument, or LDI, in chapter 4) and interviews with subordinates, peers, and managers. The assessment resulted in a detailed feedback report that gauged the individual s leadership style and best practices. Because this report employed information from coworkers familiar with each leader and supplied detailed examples of his or her leadership behavior, it filled a vacuum that most senior leaders experience—a lack of direct feedback on their leadership. 

All leaders in the organization were asked to adopt and consistently use the critical leadership behaviors. A process of behavior observation and feedback promoted these behaviors. Leaders received regular, structured, positive reinforcing feedback on their use of critical behaviors and guidance feedback on missed opportunities to use these behaviors. Their use of critical behaviors was encouraged by those senior to them in the organization. 

To help leaders understand which types of behavior represented strengths, and which represented areas for improvement, we gave each leader his or her LDI scores. (Recall from chapter 4 that the LDI provides feedback from peers, subordinates, and superiors on the leader s degree of transformational leadership and use of leadership best practices.) Leaders attended a workshop to review and discuss the results and to develop individual action plans aimed at increasing their use of leadership behaviors that supported the organization s values. 

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