c. having fewer people to confide in about work-related issues. d. isolation from All of the following are task-related attitudes and behaviors except: Select one: Men were rated higher on relationship-oriented leadership skills. d. Women. variance in task than in relationship-oriented. trust. Motivational leader behaviors (MacKenzie et al., ) and. interactional justice . through people and in which attention is given. by both the personality/attitude schedule for use in. The role played by perceived leadership – task- or relationship-oriented – was analyzed in relation to and the attitudes and behavior of its members. . does not have the opportunity to select the best combination of people to perform a.
What is Relationship-Oriented Leadership?
They seek to establish meaningful relationships with their staff and aim to utilise this emotional connection to maximise staff performance. Advanced levels of emotional intelligence are required for effective relationship-oriented leadership enabling them to easily empathise with their staff and understand their point of view when making decisions.
This style of leadership encourages effective teamwork and collaboration through enhanced relationships that exist between team members. Understanding the needs and requirements of each individual person is vital for relationship-oriented leadership to be effective.
Relationship-oriented leaders are very personable, their door is always open and they have a genuine interest in the wellbeing of their staff.
- Relationship-Oriented Leadership
- Task-Oriented vs. People-Oriented Management Styles: Which is Better?
People are supported and looked after in way that enables them to perform to the best of their ability, free from distractions and emotional burdens.
Harmony within the workforce is often good as social cohesion is promoted. Key Strengths By focusing on the emotional needs of the staff, relationship-oriented leaders ensure they have a positive and motivated workforce.
Staff will be enthused and inspired to work and will feel valued and appreciated. In a well supported team of staff, personal conflicts, dissatisfaction and boredom will be minimised resulting in a happy and productive team.
Free from personal issues the staff will be able to work more productively and at a higher standard. Staff may also be more inclined to work creatively and innovatively, taking risks and challenging key operations. Risks can be taken because staff are aware that the leader will provide support if they are unsuccessful.
Task-oriented and relationship-oriented leadership
This is essential for development and improvements in organisational performance. Key Criticisms The major criticism to this style of leadership is that with a focus on the relationships between the leader and the staff the actual task at hand can sometimes be overlooked.
Aspects of servant leadership include placing service before self-interest, listening to others, inspiring trust by being trustworthy, focusing on what is feasible to accomplish, and lending a hand.
Many leaders today are receiving extensive feedback on their behaviors and attitudes in the form of degree feedback, whereby people who work for or with the leader provide feedback on the leader's performance. Such feedback is likely to be useful when the feedback relates to business goals and strategy and to important aspects of leadership, when training is provided in giving and receiving feedback, when action plans are developed, and when managers own the feedback evaluation.
Understanding leadership style is an extension of understanding leadership attitudes and behavior. Participative leaders share decision making with group members. The participative style can be subdivided into consultative, consensus, and democratic leadership. The participative style is well suited to managing competent people who are eager to assume responsibility. Yet the process can be time consuming, and some managers perceive it to be a threat to their power.
Autocratic leaders retain most of the authority for themselves. The Leadership Grid classifies leaders according to their concern for both production task accomplishment and people.
Task-oriented and relationship-oriented leadership - Wikipedia
Another important style of leader is the entrepreneur. The entrepreneurial style stems from the leader's personal characteristics and the circumstances of self-employment. It includes a strong achievement drive and sensible risk taking; a high degree of enthusiasm and creativity; the tendency to act quickly on opportunities; hurriedness and impatience; a visionary perspective; a dislike of hierarchy and bureaucracy; a preference for dealing with external customers; and an eye on the future.
Male-female differences in leadership style have been observed. Women have a tendency toward relationship-oriented leadership, whereas men tend toward command and control.
A major study showed that men and women leaders are perceived to be about equally effective.