Module 4 Discussion: Behavioral Theories
Fort Hays State University
Department of Leadership Studies
LDRS 801: Theoretical Foundations of Leadership
In both Yukl (2012) and Benrendt et al. (2017), the authors talk about the “hierarchical taxonomy of leadership behavior.” Yukl defines this taxonomy as “leadership behaviors used to affect the performance of a team, work unit, or organization” (Yukl 2012). It is made up of four main categories and 15 smaller ones. “Each component behavior is described in detail, based on between seven and seventeen empirical studies” (Benrendt et al. 2017).
Task-oriented behaviors are meant to make sure that people, equipment, and resources are used effectively and efficiently. (Yukl 2012). In this category are behaviors like planning, clarifying, monitoring, and solving problems. I think you could add “action” to this list. Usually, when we look at a task, we start by thinking about the problem or task we are trying to solve. Next comes the planning phase, where we think of different ways to solve the problem or complete the task. Benrendt et al. (2017) don’t like the idea of adding a “action” phase because they think that actions are usually done by followers and not by leaders. I think there should be an action behavior added to this group. For a servant leader is first and foremost someone who helps others (Greenleaf 1977).
Relations-Oriented Leaders use behaviors “to improve member skills, the relationship between leader and member, and commitment to the mission” (Yukl 2012). Supporting, developing, recognizing, and empowering are some of the behaviors in this group. This category is thought to “foster cooperation” (Benrendt et al., 2017) and get groups more involved. I wouldn’t change any of the things in this category. If we’re talking about leaders, I think they have to teach these things to their followers if they want to be effective.
Change-Oriented Behaviors are used to help people come up with new ideas, learn from each other, and adjust to changes. (Yukl 2012). This category includes behaviors like promoting change, imagining change, encouraging innovation, and making it easier for everyone to learn together. I think these are good qualities for a leader to have because you have to be willing to change before you can do anything. Any organization needs to change in order to stay in business, so a leader needs to be able to explain and support change while also encouraging others to try new things and make new products or processes. I think this category belongs under “relational behaviors,” since this is just another way to get to know your team and keep them interested in their work.
Leadership on the outside Leaders use behaviors to “provide relevant information about events outside the work unit, get the necessary resources and help, and promote the work unit’s reputation and interests” (Yukl 2012). Among these behaviors are networking, keeping an eye on the outside world, and representing. I don’t think there’s enough in this category about building relationships with people you work with. Yulk talks about networking, but I think that just networking isn’t enough to be a good leader in an organization. I think that when you are networking, you should build strong relationships that are good for both of you. This kind of relationship can also give someone power when it comes to having an effect in certain places (Yukl 2013).
A taxonomy like Yukl’s is important to understand because it helps us understand and recognize different behaviors, how they are shown to followers, and if certain behaviors work in different situations. But the taxonomy has some flaws. “Because the goals and problems leaders face vary across organizations and organizational settings, one might expect a lot of different behavior from leaders” (Flieschman et al. 1991). Even though it’s good to know what traits and behaviors leaders have, I think it’s more important to know when certain behaviors are more important.
When I think back on the leaders I’ve met in my life, I think that Problem Solving, Developing, Empowering, and Representing were some of the most important or useful things they did. Years ago, I had a boss who had all of these qualities. I think that made him a good leader. When there was a problem, he didn’t just try to solve it himself. Instead, he would bring it to the team and give us the tools to help solve it. At the same time, he would work with us and teach us new things that we might not have known or had the chance to try because of our current jobs. The time he spent helping us grow as a team is a big reason why so many of us on his team are now leading our own teams. His team was proud of the work they were doing and the company they worked for because of how he treated his team and customers.
Power is a hard thing to talk about because we all have it and use it in different ways and to different degrees to get things done or have an effect on someone or something. Yukl (2013) says that this power is how people can have an effect on other people. When I think about how I like to use power, I often start with what I don’t like. When I was in charge of a group, I once had a leader who would threaten people to get the group to vote his way. This is called “Coercive Power” by Yukl (2013). He goes on to say, “Leaders who have a lot of power because of their position may be tempted to rely on it instead of building their own power and trying other things” (Yukl 2013). I’ve been in positions with a lot of power in a few different organizations, and when I was, I was very careful not to let the power of my position get in the way of my ability to lead the group.
http://www.yourleadershiplegacy.com/
The goal of this leadership assessment, which was made by Robert Galford and Regina Maruca, was to find out which scores were most important. They looked at six traits: Ambassador, Advocate, People Mover, Truth-Seeker, Creative Builder, and Experienced Guide. Based on how you did on the test, you were given points for each trait. I think this assessment is correct, but how much it should be used is something else to talk about. Over the past few years, I have taken more than 20 different leadership tests for college classes, work, and other organizations where I am a leader. I feel like most of them only give you basic scores or grades and don’t tell you what to do next. A lot of these types of tests don’t look at all the research from previous studies and how those traits need to be seen and practiced to become better leaders. “The main complaint is that leadership scholars make new theories of leadership without trying to compare and contrast the validity of existing theories” (Derue et al. 2011). I think that better assessments of leadership traits will test and teach others how to use the research from many previous studies to learn how to be more effective.
References
Behrendt, Peter, Sandra Matz, and Anja S Goritz. An Integrated Model of the Behavior of Leaders.
(2017). The Leadership Quarterly, Vol. 28, No. 1, pp. 229–44.
Derue, D.S., Nahrgang, J.D., Wellman, N., & Humphrey, S.E. (2011). A test of the relative validity of trait and behavior theories by putting them together and looking at how well they work. Personal Psychology, 64, pp. 7–52.
Derue, D.S., Nahrgang, J.D., Wellman, N., & Humphrey, S.E. (2011). Trait and behavioral
theories: An integration and meta-analytic test of their relative validity. Personal
Psychology, 64, 7-52.
Fleishman, E.A., Mumford, M.D., Zaccaro, S.J., Levin, K.Y., Korotkin, A.L. & Hein, M.B.
(1991). Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation. Leadership Quarterly, 2(4), 245-287.
Greenleaf, Robert K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power
and Greatness.
Fleishman, E.A., Mumford, M.D., Zaccaro, S.J., Levin, K.Y., Korotkin, A.L., and Hein, M.B. (1991). Taxonomic efforts in describing leader behavior: A synthesis and functional interpretation. Leadership Quarterly, 2(4), pp. 245-287.
Greenleaf, Robert K. (1977). Servant Leadership: A Journey into the Nature of Real Power and Greatness is a book by John C. Maxwell.
Kerr, S., & Schriesheim, C.A. (1974). A new look at Korman’s 1966 review of consideration, starting structure, and organizational criteria. Personnel Psychology, 27, 555-568.
Yukl, G. (2013). Leadership in businesses and groups. Pearson, Upper Saddle River, NJ, Chapter 8: Power and Influence (pp. 85-120).
Effective Leadership Behavior: What We Know and What Questions Need More Attention, by Gary Yukl, was published in 2002. (2012). Academy of Management Perspectives, 26.4, pp. 66–85.
