CHAPTER FIVE DIRECTIVE LEADERSHIP BEHAVIOR © Prentice Hall 2006 5-1 Learning Objectives After reading this chapter, you should be able to the following:     Describe directive leadership and give examples of directive leadership behaviors Explain why directive leadership is important for individual followers and groups Explain why directive leaders not need to be authoritarian, autocratic or punitive to be effective Describe some of the personal traits, skills, and sources of power that leaders need to develop in order to be effective directive leaders © Prentice Hall 2006 5-2 Learning Objectives (cont.) After reading this chapter, you should be able to the following:      Identify organizational factors which can encourage or discourage leaders from being directive Describe the major impacts directive leadership has on followers’ psychological reactions and behaviors Identify organizational situations where directive leadership is especially effective Identify situations where directive leadership is probably not effective Explain how leaders can modify situations to make their directive leadership more effective © Prentice Hall 2006 5-3 Directive Leadership Directive leadership involves leader activities that guide and structure the actions of group members © Prentice Hall 2006 5-4 Types of Directive Leadership Behavior Defining Definingroles rolesand and communication communication patterns patterns Guiding Guidingand and structuring structuring followers’ followers’activities activities Clarifying Clarifying expectations, expectations,goals, goals, and andwork workmethods methods Directive Leadership Behaviors Monitoring Monitoringand and following up following upon on assignments assignments Planning, Planning,scheduling, scheduling, and assigning and assigning responsibilities responsibilities Motivating Motivatingand and conveying conveying expertise expertise © Prentice Hall 2006 5-5 Avoiding Ineffective Directive Leadership   Leader directive behavior may result in inefficiency and ineffectiveness if provided without the appropriate context and other needed information Timing and prior feedback are important    Some tasks require structure and guidance during the goal-setting stage Some tasks require clarification and performance feedback during execution Some followers need guidance to relate their work to that of other employees © Prentice Hall 2006 5-6 Skills, Traits and Sources of Power for Effective Directive Leadership Communication Communication Skills Skills Self-Confidence Self-Confidence and and Assertiveness Assertiveness Technical Technical&& professional professional Competence Competence Skills, Traits & Sources of Power for Effective Directive Leadership Legitimate Legitimate Power Power Expert Expert Power Power Resource/Connection Resource/Connection Power Power © Prentice Hall 2006 5-7 Major Effects of Directive Leadership FOLLOWER BENEFITS ORGANIZATIONAL BENEFITS •Role clarity •Increased cohesiveness & harmony •Clear expectations •High quality relations among group members •Satisfaction with work and supervisor •Satisfaction with organization •Lower stress •Increased performance •Reductions of intentions to quit •Group arousal focused on achieving organizational goals •Improved efficiency and/or effectiveness © Prentice Hall 2006 5-8 Situational Factors that Enhance the Effectiveness of Directive Leadership TASK TASK CHARACTERISTICS CHARACTERISTICS FOLLOWER FOLLOWER CHARACTERISTICS CHARACTERISTICS ••High Highneed needfor for achievement achievement ••Desire Desirefor forrole roleclarity clarity SITUATIONAL SITUATIONALFACTORS FACTORS THAT THATINCREASE INCREASETHE THE EFFECTIVENESS OF EFFECTIVENESS OF DIRECTIVE DIRECTIVELEADERSHIP LEADERSHIP •Stressful •Stressfultask task •Task interdependence •Task interdependence •Direct •Directcommunication communication between betweencustomers customers&& followers followers •Highly •Highlystructured structuredtask task ORGANIZATIONAL ORGANIZATIONAL&&GROUP GROUP CHARACTERISTICS CHARACTERISTICS • •Large Largegroup groupsize size • •Bureaucratic organization Bureaucratic organization • •Positive Positivegroup groupproduction productionnorm norm • •Leader with high expertise Leader with high expertise • •Leader Leaderwho whoisissupportive supportive © Prentice Hall 2006 5-9 Situational Factors that Neutralize Effectiveness of Directive Leadership Cohesive Cohesivegroup groupof of followers followerswith withaalow low performance performancenorm norm Highly Highly structured structured task task SITUATIONAL SITUATIONALFACTORS FACTORS THAT THATDECREASE DECREASE EFFECTIVENESS EFFECTIVENESSOF OF DIRECTIVE DIRECTIVELEADERSHIP LEADERSHIP High Highfollower follower experience, experience,ability, ability,or or need needfor forindependence independence © Prentice Hall 2006 5-10 Situational Factors that Substitute for Directive Leadership Organizational Organizational formalization formalization Feedback Feedbackdirectly directly from fromtask task Large Largenumber numberof of years yearswith withleader leader SITUATIONAL SITUATIONALFACTORS FACTORS THAT THATREPLACE REPLACETHE THE NEED NEEDFOR FORDIRECTIVE DIRECTIVE LEADERSHIP LEADERSHIP Autonomous Autonomous work workgroups groupsor or team teamoperations operations Predictable Predictableflow flow of ofwork workor orroutine routine and repetitive and repetitivework work © Prentice Hall 2006 5-11 Process Model of the Directive Leadership Process LEADER DIRECTIVENESS SITUATIONAL FACTORS INCREASING LEADER EFFECTIVENESS Enhancers • Dissatisfying or stressful job • Low follower self-confidence, insecurity, or self-esteem • Follower expectations or high growth needs • Structured work task • Complex creative task • External group conflict • New or cohesive group • Organization formalization • Organization mission • Authoritarian supervisor Substitutes • Importance placed on organizational rewards • Intrinsically satisfying tasks • Task feedback • • • • • • Guiding & structuring follower activities Defining roles & communication patterns Clarifying expectations and work methods Planning, scheduling, & assigning responsibilities Monitoring & following up on assignments Motivating & conveying expertise FOLLOWER/GROUP PSYCHOLOGICAL REACTIONS • • • • • Role clarity* Satisfaction with supervision and job* Intrinsic satisfaction with work* Lower job stress & burnout Group cohesion FOLLOWER BEHAVIORS AND OUTCOMES • • • • Department & organization effectiveness Increased individual & group performance High merit ratings for leaders Reduced intentions to quit © Prentice Hall 2006 SITUATIONAL FACTORS DECREASING LEADER EFFECTIVENESS Neutralizers • High task structure (satisfaction) • Cohesive group with low performance norms • High follower experience • High follower ability • High follower need for independence * These psychological reactions and outcomes showed the most improvement from directive leadership 5-12 Applying the Model of Directive Leadership DIAGNOSING THE SITUATION Are followers’ work tasks highly structured or stressful? Do followers have a high need for clarity & guidance in their work roles? Do followers belong to a large work group? Is the organization highly bureaucratic? Does the leader have a high degree of task expertise, or is the leader highly supportive? Do followers have a high need for achievement? If “yes” to one or more of these questions, then leaders’ directive behaviors will probably be effective MODIFYING FOLLOWERS & SITUATIONS Leaders also act to:  Alleviate pressures, strict regulations, and other stresses on followers  Create autonomous work groups or team structures when appropriate  Design jobs so followers receive performance feedback directly from the work tasks  Encourage reliance on other followers who have many years’ experience with the leader  Encourage development of high performance norms PROVIDING DIRECTIVE LEADERSHIP Leaders demonstrate directive behaviors with followers by:  Defining leader and follower roles  Establishing follower goals for quantity, quality, and timeliness of performance  Planning and scheduling work  Establishing communication patterns  Monitoring and following up on assignments  Motivating followers to improve performance  Training or coaching followers in new work skills or techniques © Prentice Hall 2006 5-13 ... be able to the following:     Describe directive leadership and give examples of directive leadership behaviors Explain why directive leadership is important for individual followers and... directive leadership has on followers’ psychological reactions and behaviors Identify organizational situations where directive leadership is especially effective Identify situations where directive leadership. .. leaders can modify situations to make their directive leadership more effective © Prentice Hall 2006 5-3 Directive Leadership Directive leadership involves leader activities that guide and structure