A Multidirectional Approach Toward Leadership: An Extension of the Concept of Behavioral Complexity

Abstract

This paper explores the idea that behaviorally complex managers are more effective than their less complex counterparts. Behavioral complexity is assumed to have a repertoire and differentiation component. Behavioral repertoire refers to the portfolio of leadership functions managers can perform and behavioral differentiation to the ability of managers to vary the performance of their leadership functions depending on the situation. An empirical examination of the perceptions of the subordinates, peers, and superiors of the behavioral repertoire and differentiation of 282 middle managers from a large Fortune 50 manufacturing company and 252 managers from the public utility industry shows strong support for the notion that behavioral repertoire is positively associated with effectiveness and mixed support for the hypothesized positive relationship between behavioral differentiation and effectiveness.

Leadership Behavior of Deans And Its Impact on Effectiveness for Quality in A High Ranking University

“…Our findings clearly indicate that the deans in this particular high-ranking university display a variety of leadership behaviors although to a different degree. Their stability orientation and people orientation successfully influences their effectiveness for quality which is in line with the research by Dunn et al (2014), Hart and Quinn (1993), Hooijberg (1996), Hooijberg and Choi (2000), Osseo-Asare et al (2005), Smart (2003), Steward (2009), and Dargenidou (2009a, 2009b). However, a variety of scholars, like Denison, Hooijberg, and Quinn (1995), Hooijberg and Choi (2000), and Smart (2003), support the display of a wide range of behaviors by leaders.…”

“…Similarly, the coordinator behavior of deans is strongly related to their effectiveness for quality in developmental activities because it supports the development of plans and procedures to accomplish organizational goals and faculty performance assessments, communicates top managements' expectations to faculty and vice versa, improves faculty image across the university, and maintains faculty morale through professional development activities. Other researchers (Hart & Quinn, 1993;Hooijberg, 1996;Hooijberg & Choi, 2000;Osseo-Asare, Longbottom, & Murphy, 2005;Smart, 2003;Trivellas & Dargenidou, 2009a, 2009b) also have identified the four leadership behaviors as significant predictors of the dimensions of leadership effectiveness Through our investigation we also found the monitoring leadership behaviors of deans have significant influence on the dimensions of leadership effectiveness for quality. Deans monitor the process of goal accomplishment, identify the bottlenecks in the process and remove them, and monitor success, all of which are deemed to be quite supportive in their leadership effectiveness for quality towards academic, scholarly, and developmental activities.…”

Decision Making: Social and Creative Dimensions

“…Results indicate that effective managers have a broad repertoire of behaviors at their disposal as well as the ability to vary their actions depending on the situation (Blake & Mouton, 1985;Denison, Hooijberg & Quinn, 1995 ;Hooijberg, 1996;Kotter, 1982a;Luthans, 1988;Mintzberg, 1973 ;Morse & Wagner, 1978;Quinn, 1988 ;Whitley, 1989). Although contextual factors determine what kind of behavior is effective in a given situation, an effective manager is able to analyze the situation and make a choice of an appropriate course of action .…”

Challenges for Quality Management in Higher Education - Investigating Institutional Leadership, Culture and Performance

“…There is growing evidence to support the view that institutional effectiveness as well as leaders' effectiveness depends on their cognitive and behavioural complexity, in order to respond successfully to a wide range of situations that may in fact necessitate seemingly conflicting and opposing behaviours (Smart, 2003;Denison et al, 1995;Hooijberg, 1996;Hart & Quinn, 1993;Quinn et al, 1992). In similar vein, managers who balance competing leadership roles are found to be more successful than those who adopt a restricted number of roles (Hooijberg, 1996;Hart & Quinn, 1993).…”

“…In similar vein, managers who balance competing leadership roles are found to be more successful than those who adopt a restricted number of roles (Hooijberg, 1996;Hart & Quinn, 1993). Accordingly, institutional success lies on HEIs capability to develop an overall organizational culture that comprises a healthy balance of the four archetypes proposed by CVM (Smart, 2003).…”