Leadership Behavior
Hooijberg, Lane, and Diversé (2010) explained that there has been an extensive
collection of theories studied that give emphasis to behavioral approaches to leadership
ranging from Fiedler’s (1967) LPC theory to House’s (1971) path-goal theory to Quinn’s
(1988) competing values framework (CVF) and Bass’ (1985) transformational leadership
theory. A leader’s behavior is a powerful display of mannerisms that convey the
expectations and values of the organization that sets the tone for the organizational
climate (Grojean et al., 2004). According to Yukl (2006), researchers have spent more
time and energy conducting research on leadership behavior than on any other aspect
of leadership. Research in leadership behavior falls into one of two categories: the first
line of research examines how leaders spend their time throughout the day, their
particular pattern of activities, and their job responsibilities. The second line of research
focuses on identifying effective leadership behavior. Despite the fact that there could
potentially be numerous leadership behaviors, Farris (1988) identified two specific
kinds of leadership behaviors: task-oriented behaviors and relations-oriented behaviors.
Task-oriented leadership behaviors. Task-oriented leaders are primarily concerned
with reaching goals. They help their employees accomplish their goals by defining
roles, establishing goals and methods of evaluations, giving directions, setting time
Leadership BehaviorHooijberg, Lane, and Diversé (2010) explained that there has been an extensive collection of theories studied that give emphasis to behavioral approaches to leadership ranging from Fiedler’s (1967) LPC theory to House’s (1971) path-goal theory to Quinn’s (1988) competing values framework (CVF) and Bass’ (1985) transformational leadership theory. A leader’s behavior is a powerful display of mannerisms that convey the expectations and values of the organization that sets the tone for the organizational climate (Grojean et al., 2004). According to Yukl (2006), researchers have spent more time and energy conducting research on leadership behavior than on any other aspect of leadership. Research in leadership behavior falls into one of two categories: the first line of research examines how leaders spend their time throughout the day, their particular pattern of activities, and their job responsibilities. The second line of research focuses on identifying effective leadership behavior. Despite the fact that there could potentially be numerous leadership behaviors, Farris (1988) identified two specific kinds of leadership behaviors: task-oriented behaviors and relations-oriented behaviors.Task-oriented leadership behaviors. Task-oriented leaders are primarily concerned with reaching goals. They help their employees accomplish their goals by defining roles, establishing goals and methods of evaluations, giving directions, setting time
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