Types of Directive Leadership

Behavior
Guiding and Defining roles and
structuring communication
followers’ activities patterns

Motivating and Directive Planning, scheduling,

conveying Leadership and assigning
expertise Behaviors responsibilities

Monitoring and Clarifying expectations,

following up on goals, and work
assignments methods
 How to Be Directive: Skills and
Power Bases
Self-confidence
and assertiveness
Communication Technical and
Skills professional
competence
Skills, Traits,
and Sources
of Power

Expert
Power Legitimate
Resource/connection Power
power
 How to Be Directive: Skills and
Power Bases
Self-confidence
and assertiveness
Communication Technical and
Skills professional
competence
Skills, Traits,
and Sources
of Power

Expert
Power Legitimate
Resource/connection Power
power
 Effects of Directive Leadership
• Directive leadership is often combined with
supportive behavior in most effective form
• Effects on followers are strongly influenced
by situational and follower characteristics
 Impact of Directive Leadership
Follower Benefits: Organizational Benefits:
• Role clarity • Increased cohesiveness &
harmony
• Clear expectations • High quality relations
• Satisfaction with work among group members
and supervisor • Reduction of intentions to
quit
• Satisfaction with • Group arousal focused on
organization achieving organizational
goals
• Lower stress • Improved efficiency
• Increased performance and/or effectiveness
 Situations Where Directiveness
may or may not be Effective
1) Followers view themselves as capable and experienced
individuals who desire to work independently w/o supervision.
2) Followers are members of a large work group and must
coordinate their activities w/one another to be successful.
3) The leader has a high degree of expertise and is supportive.
4) Followers work where clear plans, procedures, goals exist &
feedback comes directly from computer.
5) Followers work in cohesive group whose members have little
or no desire to meet leader’s performance goals.
6) Followers work on tasks that require specific procedures.
7) Followers are new at job & need guidance from leader
8) Followers work in autonomous groups whose members are
highly trained and experienced and help one another.
 Types of Participate Leadership
Behavior
Consulting with Consulting with
Groups Individuals

Asking for Participative Obtaining

opinions about Leadership information from
alternatives Behaviors followers

Joint decision Delegation

making with
followers
 Participative Leadership
vs Directive Leadership
• Participative leadership deals with making
decisions.
• Directive leadership most often deals with
executing a decision once it has been made.
• A leader can be participative by consulting
employees during the decision-making phase,
yet still be directive by following up closely on
progress toward the ends that have been
mutually decided on. Used together, PL & DL
can be an effective leadership approach.
 How to Be Participative: Skills
and Power Bases
Self-monitoring
Skills
Conflict Listening
Management Skills
Skills
Skills, Traits,
and Sources
of Power

Expert
Power Legitimate
Resource/connection Power
power
 How to Be Participative: Skills
and Power Bases
Self-monitoring
Skills
Conflict Listening
Management Skills
Skills
Skills, Traits,
and Sources
of Power

Expert
Power Legitimate
Resource/connection Power
power
Reasons Participative Leadership
Works with Followers
• Allows reflection on issues that affect them
• Provides opportunity to utilize untapped talents
which satisfies need for competence and self-
fulfillment
• Make significant contributions to a valued group,
thereby satisfying needs for self esteem and
accomplishment
• Contributes to motivation and commitment to
decisions
 Situations Where Participation
may or may not be Effective
1) Followers are working on tasks that are very important for
organization’s success.
2) Followers’ acceptance and commitment are needed to
successfully implement a decision.
3) Followers’ work tasks are highly predictable and repetitive with
no variation in the methods for completion.
4) The leader must make an emergency decision immediately with
very little time to gather input and information.
5) The leader and followers work in an environment that is
extremely uncertain and rapidly changing.
6) Followers are highly competent and possess knowledge and
information to make an effective decision.
7) An extensive set of written rules, regulations, and procedures
exist to direct followers .
8) Followers have high needs for independence and seek
opportunities for achievement and self-fulfillment.
 Types of Supportive Leadership
Behavior
Being considerate Showing concern
and for followers needs
understanding

Helping followers Supportive Being friendly,

develop abilities Leadership informative, and
and careers Behaviors encouraging

Showing Being sympathetic

trust and to other’s
respect problems
 Why Supportive Leadership is
Effective
Supportive leadership behavior works because:
• They satisfy people’s needs to be liked and
appreciated by others, to be respected as capable
and valuable, and to be continually improving; and
• Supportiveness helps keep a group together by
promoting cohesion among members and keeping
individuals from becoming alienated
 How to Be Supportive: Skills
and Power Bases
Interpersonal
Skills
Communication Technical and
Skills professional
competence
Skills, Traits,
and Sources
of Power

Expert
Power Reward Power
Referent
Power
 How to Be Supportive: Skills
and Power Bases
Interpersonal
Skills
Communication Technical and
Skills professional
competence
Skills, Traits,
and Sources
of Power

Expert
Power Reward Power
Referent
Power
 Situations Where Supportiveness
may or may not be Effective
1) Followers are under high stress while trying to complete a dangerous
task.
2) Followers are new to the job and are unsure of their abilities and
positions.
3) Followers are small group of counselors in a student services dept. of a
state university.
4) Followers are very opinionated and stubborn in their point of view.
5) Followers are a large group (over 30) who work at widely varying tasks
at different locations.
6) Tasks require creativity and new learning with much competition and
possible conflict with other groups.
7) Work involves designing & testing computer programs. Personnel is
highly trained and competent and obtain a great deal of satisfaction
from their work
 Types of Reward Leadership
Behavior
Pleasant Job Recommendations
Assignments for Rewards

Reward Salary or Wage

Compliments Leadership Increase
Behaviors

High Informing the boss

Performance about outstanding
Evaluation performance
 Types of Punishment Leadership
Behavior
Unpleasant Job
Verbal Reprimand Assignment

Punishment
Fines for Rule
Leadership Reduced Privileges
Violation
Behaviors

Low Extra work

Performance
Evaluation
 How to Reward and Punish:
Skills and Power Bases
Preference for Self-confidence Accurate
making their monitoring
own decisions and
and taking measuring of
responsibility follower’s
Skills, Traits, performance
and Sources
of Power Connection/re
-source Power
Reward Power
Legitimate
Coercive Power Power
 Rewards will be most effective
when:
• They are highly valued by follower
• They are large enough for follower to expend the
effort
• Received immediately after the desired behavior
• Followers believe the leader is sincere and
rewards will be received
• Tied to high performance
• Awarded consistently and fairly
 Punishments will be most
effective when:
• They are directed toward the behavior not the person
• Done in private
• Done in low key, unemotional manner
• Leader takes direct responsibility for the punishment
—does not attribute to someone else
• Promptly follows undesirable behavior or poor
performance
• Consistent with similar undesirable behaviors or
performances
• Accompanied by information on improvement
 Situations Where
Reward/Punishment may or may
not be Effective
1) The leader controls rewards that are important to
followers and has a reputation for administering those
rewards in a fair and impartial manner.
2) Followers are highly skilled design engineers doing
complex work but good performance measures have not
been developed.
3) Leader held in high esteem by followers & leader has
rewarded them in the past. Recently, followers have
refused to follow the leader’s direction on two consecutive
assignments resulting in poor performance.
4) Followers’ job performance is a direct result of their
effort on the job.