Directive Leadership Behavior

1. Directive Leadership Behavior Directive leadership involves activities that guide and structure actions of group members. The leader identifies the followers� needs for guidance and information in performing their tasks and provide the necessary inputs to meet those needs.Directive leadership involves activities that guide and structure actions of group members. The leader identifies the followers� needs for guidance and information in performing their tasks and provide the necessary inputs to meet those needs.

2. Types of Directive Leadership Behavior This slide shows all of the activities associated with directive leadership. A leader would probably not use all these directive behaviors in a situation where drectiveness is needed, but would likely select those directive behaviors that seem appropriate in the situation. Non directive leaders are hesitant about specifying who, what, and how followers are to accomplish their tasks. Non directive leaders make suggestions only when asked by followers, and they often let followers do the work any way they think best. While this approach can be effective with highly trained and motivated followers, many situations require some type of direction from the leader. Directive behavior alters followers� information, understanding, and ability to accomplish tasks. Directiveness can improve followers performance capabilities by eliminating wasted effort and focusing attention on effective work methods and key aspects of task performance. Goal setting is a proven technique for directive leaders to motivate follower performance. Too much directiveness or directiveness applied in the wrong situations can create follower resentment and eventually cause grievances, absenteeism, and turnover.This slide shows all of the activities associated with directive leadership. A leader would probably not use all these directive behaviors in a situation where drectiveness is needed, but would likely select those directive behaviors that seem appropriate in the situation. Non directive leaders are hesitant about specifying who, what, and how followers are to accomplish their tasks. Non directive leaders make suggestions only when asked by followers, and they often let followers do the work any way they think best. While this approach can be effective with highly trained and motivated followers, many situations require some type of direction from the leader. Directive behavior alters followers� information, understanding, and ability to accomplish tasks. Directiveness can improve followers performance capabilities by eliminating wasted effort and focusing attention on effective work methods and key aspects of task performance. Goal setting is a proven technique for directive leaders to motivate follower performance. Too much directiveness or directiveness applied in the wrong situations can create follower resentment and eventually cause grievances, absenteeism, and turnover.

3. Can Directive Behavior ever be Ineffective? Yes! If not done in the appropriate context and with other needed information If timing and lack of prior feedback resulted in misinterpretation of leader�s directiveness. The timing and appropriateness of directive leadership behaviors for a particular task are critically important. Some tasks require structure and guidance during the goal-setting stage; others require clarification and performance feedback during execution. Some followers need technical direction from the leader; some need guidance to relate their work to that of other employees.The timing and appropriateness of directive leadership behaviors for a particular task are critically important. Some tasks require structure and guidance during the goal-setting stage; others require clarification and performance feedback during execution. Some followers need technical direction from the leader; some need guidance to relate their work to that of other employees.

4. How to Be Directive: Skills and Power Bases Two skills are especially important for directive leadership: communication and and technical expertise. Communication skills as Directive leader behavior tool: Essential to specify how workers are to accomplish tasks. Provide feedback on their performance. Defining and clarifying roles. Motivate followers by communicating desired behaviors and incentives to performance. Explain rules and procedures. Expert Knowledge as Directive Leader behavior tool: Necessary for planning, scheduling, and assigning responsibilities. Necessary to help followers accomplish tasks. Personal Traits: Self-confidence (includes high self-esteem, being decisive, and believing in one�s abilities) Assertiveness helps leader be directive in problem solving Experience to provide knowledge necessary for guiding and structuring tasks. Two skills are especially important for directive leadership: communication and and technical expertise. Communication skills as Directive leader behavior tool: Essential to specify how workers are to accomplish tasks. Provide feedback on their performance. Defining and clarifying roles. Motivate followers by communicating desired behaviors and incentives to performance. Explain rules and procedures. Expert Knowledge as Directive Leader behavior tool: Necessary for planning, scheduling, and assigning responsibilities. Necessary to help followers accomplish tasks. Personal Traits: Self-confidence (includes high self-esteem, being decisive, and believing in one�s abilities) Assertiveness helps leader be directive in problem solving Experience to provide knowledge necessary for guiding and structuring tasks.

5. How to Be Directive: Skills and Power Bases Required Power Sources: Legitimate power - necessary because followers� compliance is based on belief that the leader has the right to provide direction, and followers are obligated to comply. Expert power - helps because directive leader needs high level of knowledge, skill, and ability for performing tasks. Enables leader to make effective plans and strategies, solve problems, and achieve task objectives. When followers depend on leader for advice and guidance, leader�s directive behavior effectiveness is enhanced. Resource/connection power - enables leaders to provide followers with data and supporting information to justify their direction. When followers see that a leader�s directions are justified by clear evidence of past performance, they are more likely to view the direction as helpful. Required Power Sources: Legitimate power - necessary because followers� compliance is based on belief that the leader has the right to provide direction, and followers are obligated to comply. Expert power - helps because directive leader needs high level of knowledge, skill, and ability for performing tasks. Enables leader to make effective plans and strategies, solve problems, and achieve task objectives. When followers depend on leader for advice and guidance, leader�s directive behavior effectiveness is enhanced. Resource/connection power - enables leaders to provide followers with data and supporting information to justify their direction. When followers see that a leader�s directions are justified by clear evidence of past performance, they are more likely to view the direction as helpful.

6. 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 Follower and situational characteristics typically do not change the direction of the impact of directiveness, merely the magnitude. For example, a worker on a highly structured task will see little need for directive leadership. Therefore directiveness will have a smaller impact (although still positive) on this follower�s satisfaction than one with a less structured task.Follower and situational characteristics typically do not change the direction of the impact of directiveness, merely the magnitude. For example, a worker on a highly structured task will see little need for directive leadership. Therefore directiveness will have a smaller impact (although still positive) on this follower�s satisfaction than one with a less structured task.

7. Directive Behaviors Around the World Japan - directiveness is highly accepted because they view it directly connected to accepting their organization's mission and goals. Combined with supportiveness, studies show high results among Israelis. Mexico, Taiwan, and Korean studies show positive impacts of directiveness on follower psychological reactions and perceptions.

8. Impact of Directive Leadership Follower Benefits: Role clarity Clear expectations Satisfaction with work and supervisor Satisfaction with organization Lower stress Increased performance Organizational Benefits: Increased cohesiveness & harmony High quality relations among group members Reduction of intentions to quit Group arousal focused on achieving organizational goals Improved efficiency and/or effectiveness Role clarity - one of most important psychological effects. When leader provides information about expectations or guides a follower�s work methods, the leader is providing a clear picture for the follower of what needs to be done. This relieves a follower�s uncertainty and tension and they know exactly how to behave. Leader is providing structure for the follower. Satisfaction - Relief of uncertainty and providing structure lead to higher satisfaction with job and supervisor. HOWEVER, studies done on directive leadership which included punitive, autocratic, and authoritarian dimensions have shown decreases in follower satisfaction. Stress & Burnout - When directive leadership is composed of providing information, expertise, and guidance and combined with supportiveness, stress and burnout are reduced for followers. Group cohesion - Directive leaders who are not arbitrarily punitive, autocratic, or authoritarian tend to have highly cohesive groups, which usually leads to higher performance. Results - In large organizations with several levels of management, directive leaders tend to receive higher merit ratings than non-directive leaders. Especially true under time constrained conditions such as manufacturing. Less true in human services organizations. Usually have higher performing, more productive followers than non-directive leaders.Role clarity - one of most important psychological effects. When leader provides information about expectations or guides a follower�s work methods, the leader is providing a clear picture for the follower of what needs to be done. This relieves a follower�s uncertainty and tension and they know exactly how to behave. Leader is providing structure for the follower. Satisfaction - Relief of uncertainty and providing structure lead to higher satisfaction with job and supervisor. HOWEVER, studies done on directive leadership which included punitive, autocratic, and authoritarian dimensions have shown decreases in follower satisfaction. Stress & Burnout - When directive leadership is composed of providing information, expertise, and guidance and combined with supportiveness, stress and burnout are reduced for followers. Group cohesion - Directive leaders who are not arbitrarily punitive, autocratic, or authoritarian tend to have highly cohesive groups, which usually leads to higher performance. Results - In large organizations with several levels of management, directive leaders tend to receive higher merit ratings than non-directive leaders. Especially true under time constrained conditions such as manufacturing. Less true in human services organizations. Usually have higher performing, more productive followers than non-directive leaders.

9. 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. Situations 2,3,6, and 7 are examples where followers typically need and respond favorably to directive behaviors. In situations 1 and 5 , directive leadership has the opposite effect. In these situations, followers simply do not want any information or guidance and may become uncooperative. In situations 4 and 8, the need for directive leadership is replaced byguidance from members of work group. Situations 2,3,6, and 7 are examples where followers typically need and respond favorably to directive behaviors. In situations 1 and 5 , directive leadership has the opposite effect. In these situations, followers simply do not want any information or guidance and may become uncooperative. In situations 4 and 8, the need for directive leadership is replaced byguidance from members of work group.

10. Situational Factors that Increase Effectiveness of Directive Leadership Task Characteristics: In high structured tasks, follower performance improves with directive behavior, probably because the existence of task structure gives the leader a clear correct set of steps to use in guiding followers. Task interdependence and direct follower contact w/customers also responds favorably to directiveness. Followers realize the added importance of performing their tasks correctly and therefore are more responsive to leader�s directive guidance. Stressed followers appreciate direction, especially when combined with supportive behavior. Highly experienced leaders are more valuable than highly intelligent leaders in high stress environments. Group Characteristics: Large groups are less cohesive, therefore, directiveness is necessary to guide and coordinate large groups of people. Major function is explaining performance norms and developing shared commitment. In bureaucracies where decisions are often made at higher levels, followers expect lower level leaders to be directive to assure decisions are carried out. Higher satisfaction may occur because leader is meeting this expectation.Task Characteristics: In high structured tasks, follower performance improves with directive behavior, probably because the existence of task structure gives the leader a clear correct set of steps to use in guiding followers. Task interdependence and direct follower contact w/customers also responds favorably to directiveness. Followers realize the added importance of performing their tasks correctly and therefore are more responsive to leader�s directive guidance. Stressed followers appreciate direction, especially when combined with supportive behavior. Highly experienced leaders are more valuable than highly intelligent leaders in high stress environments. Group Characteristics: Large groups are less cohesive, therefore, directiveness is necessary to guide and coordinate large groups of people. Major function is explaining performance norms and developing shared commitment. In bureaucracies where decisions are often made at higher levels, followers expect lower level leaders to be directive to assure decisions are carried out. Higher satisfaction may occur because leader is meeting this expectation.

11. Situational Factors that Decrease Effectiveness You may note high task structure is also on this list as it was for enhancing effectiveness of directive leadership. Directive leadership in this environment has a negative effect on worker satisfaction, even though most studies show improved productivity. Groups with high cohesiveness and low performance norms do not respond well to directive leadership. Their cohesion causes them to act together against the leader if the leader is trying to raise the performance norm. Alternatively, if the group has high performance norms, directive leadership may enhance performance. Highly experienced workers don�t need direction and see directive behavior as interfering.You may note high task structure is also on this list as it was for enhancing effectiveness of directive leadership. Directive leadership in this environment has a negative effect on worker satisfaction, even though most studies show improved productivity. Groups with high cohesiveness and low performance norms do not respond well to directive leadership. Their cohesion causes them to act together against the leader if the leader is trying to raise the performance norm. Alternatively, if the group has high performance norms, directive leadership may enhance performance. Highly experienced workers don�t need direction and see directive behavior as interfering.

12. Situational Factors that Replace the Need for Directive Leadership Strongest of these is autonomous work groups or teams where followers interact frequently with one another and obtain guidance from coworkers. Creating autonomous teams is desirable, but only if team members are experienced, competent, and committed to performing well. They also need direct task feedback and authority to make and implement work-related decisions. This will increase worker psychological reactions and performance and give leaders more time for more strategic initiatives.Strongest of these is autonomous work groups or teams where followers interact frequently with one another and obtain guidance from coworkers. Creating autonomous teams is desirable, but only if team members are experienced, competent, and committed to performing well. They also need direct task feedback and authority to make and implement work-related decisions. This will increase worker psychological reactions and performance and give leaders more time for more strategic initiatives.

13. Leadership Process Model for Directive Leadership This is a pictorial of the model of directive leader behavior. Starting at the top, directive leader behaviors are shown to influence follower/group psychological reactions, which in turn affect the followers� behavioral outcomes. Situational factors that can increase or decrease the effectiveness of directive behavior are shown on each side and their impact comes to play when they interact with the supportive behavior. The arrows from the leader supportiveness box to situational factor boxes indicate that the leader sometimes can manipulate situations to improve followers� reactions indirectly and thereby replace the need to provide directive behaviors. This is a pictorial of the model of directive leader behavior. Starting at the top, directive leader behaviors are shown to influence follower/group psychological reactions, which in turn affect the followers� behavioral outcomes. Situational factors that can increase or decrease the effectiveness of directive behavior are shown on each side and their impact comes to play when they interact with the supportive behavior. The arrows from the leader supportiveness box to situational factor boxes indicate that the leader sometimes can manipulate situations to improve followers� reactions indirectly and thereby replace the need to provide directive behaviors.

14. Leader Directiveness

15. Enhancers of Directiveness

16. Neutralizers of Directiveness

17. Replacements for Directive Leadership

18. Follower Psychological Reactions

19. Follower Behavioral Outcomes

20. Applying the Model of Directive Leadership This last model is intended to show you how to use the previous model. It describes three key tasks for effective leadership. Leaders first diagnosis the situation by answering a series of questions regarding followers and their task situation. These questions identify factors that can increase the impact of supportive leadership. If the answer to at least one of these questions is yes, then directive leadership is probably called for. Once the leader carries out the appropriate directive behaviors, follower and situational characteristics should be examined to see if any exist that may be decreasing the effectiveness of leader directiveness. Eliminating these situational factors, if possible, should improve the leader�s influence on followers.This last model is intended to show you how to use the previous model. It describes three key tasks for effective leadership. Leaders first diagnosis the situation by answering a series of questions regarding followers and their task situation. These questions identify factors that can increase the impact of supportive leadership. If the answer to at least one of these questions is yes, then directive leadership is probably called for. Once the leader carries out the appropriate directive behaviors, follower and situational characteristics should be examined to see if any exist that may be decreasing the effectiveness of leader directiveness. Eliminating these situational factors, if possible, should improve the leader�s influence on followers.

21. Diagnosing the Situation

22. Providing Directive Leadership

23. Modifying Followers and/or Situations