Antecedents and Consequences of Reactions to Developmental 360

Path-Goal Theory assumes that leaders are flexible and that they can change their style, as situations require. The theory proposes two contingency variables, such as environment and follower characteristics, that moderate the leader behavior-outcome relationship. The leader must consider follower’s valences, instrumentalities, expectancies, equity of rewards, and accuracy of role perceptions when assessing the requirements of his followers. Additionally, personal characteristics of subordinates determine how the environment and leader are interpreted. Effective leaders clarify the path to help their followers achieve organizational goals and facilitate the journey by reducing roadblocks and pitfalls. This approach assumes that there is one right way of achieving a goal and that the leader can see it while the followers can not. This casts the leader as the knowing person and the followers as dependent, thereby limiting the development of the follower. While the path-goal theory has some validity, Bass argues that better leaders integrate a task-oriented and relationship-oriented approach (Blake & Mouton, 1964) as well as demonstrate their ability to clarify the path to the goals (Bass, 1960, 1990). Furthermore, this transactional

All feedback needs to be concerned and supportive; it needs to include both negative and positive feedback. Positive can help us feel good about our self and positive about our skills that have been observed. However to develop further we need negative feedback to make improvements and grow as individuals, and

As a leader, we can show people that we believe in them despite our personal feelings by providing positive feedback and encouragement. By providing positive feedback and encouragement, we can inspire people to feel confident and show that we trust their abilities to do the best job possible. Showing people that we dislike them and do not believe in them can create stressful relationships which will affect the quality of work be done, however through positive feedback and encouragement we can develop healthy relationships to obtain the best results. Sometimes if we try to build a good rapport and believe each other, we can eventually overcome our differences and find common ground despite not liking everything about each other.

Feedback is perceived as more valid and objective, leading to acceptance of results and actions required (Michael Armstrong 2009:646).This implies

Taken from, Waddell, Jones, and George (2013) 3rd Edition.  Contemporary  Management, Sydney, McGraw Hill (pages

MindTools, n.d. Blake Mouton Managerial Grid. Retrieved July 20, 2014 from http://www.mindtools.com/pages/article/newLDR_73.htm [Accessed 16 June 2012

The path-goal theory’s focus is on the leader’s behavior that can allow for the employees to reach personal and organizational goals. A leader’s attitude has impact on the attitude of the staff. Leaders can reward employees when goals are met which can increase employee motivation, job satisfaction and overall productivity (Schultz, 2010). This theory identifies four styles of leadership as directive, supportive, participative and achievement-oriented (Schultz, 2010).

Conventional views of leadership that rated performance and evaluated feedback either annually or semi-annually. However, the contemporary leadership views see the organization members as more equal across board (Crossman, 2010). Therefore, leaders or managers and employees interact and report more frequently as well as improve their performances more often (Lakshman, 2007; Nadler & Tushman, 1990). In these leadership models,

psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development” (Walumbwa et al., 2008, p. 94).

I also believe that an effective leader plays a significant role in promoting and molding individuals’ readiness as it relates to motivation and commitment. As such, I developed my leadership assessment with these points in mind. The assessment focuses on 14 attributes that I believe are important not only for a leader to be successful within the parameters of the SLT, but for most any leadership model adopted by a successful leader in the modern business environment. The assessment was completed by Bobby, my manager of nearly six years, and by Katrina, my highest-ranking direct report of nearly four years. Each was asked to assign a candid rating to each attribute using a one-to-ten (worst-to-best) scale as well as to make notes or offer any suggestions so that I may incorporate it into my leadership style in an effort to improve the areas of weakness and become a better leader. In addition, I did a self-assessment using the same criteria. It should be noted that while Bobby offered both a ranking and narrative feedback, Katrina completed the assessment using the numerical ranking only. The results were consistent in some areas and mixed in others, but revealed some valuable information that I can use not only within the context of this course, but also as my career is better defined over time.

The best people to judge how effectively a leader is leading are the followers, hence the strong emphasis on behavioural assessments, based on capability frameworks and 360º feedback. The resulting summary of perceptions is also an output measure of leadership effectiveness, since the style and behaviour of leaders will affect morale and motivation. Good systems of feedback will give more than a mere evaluation, but through open comments offer examples that enable individuals to relate to the reality of how they are seen.

360 degree feedback system as a performance evaluation tool as long as the understanding of its intent is understood. “There are three key steps in the successful implementation of 360 degree feedback systems in an organization. The three steps are that it must fit the organizations culture, make it psychometrically sound, and used with care” (“Best Practices”, 2012). It is also important to train the feedback providers to be sensitive, respectful and polite. Treating employees in a friendly and respectful manner and offering constructive advice will make them more open to accepting the performance

Scales were formed using the best items from the factor analysis. Change-oriented behavior correlated the strongest with subordinate ratings of the manager’s competence, whereas employeecentered behavior correlated highest with subordinate satisfaction with the manager. In the second study, Yukl (1998) administered leader behavior questionnaires to 318 direct reports of managers in charge of 48 organizational units (division, agency, district office, plant) of varying size from 15 private and public sector organizations. Most of the managers occupied middle or upper-level management positions. The leader behavior questionnaire included representative items from the Managerial Practices Survey (MPS), an instrument used for multi-source feedback workshops (Yukl, Wall, & Lepsinger, 1990). The questionnaire also included some items adapted from the MLQ (Bass & Avolio, 1990). Some new items were written to describe aspects of change-oriented behavior not represented in these earlier questionnaires. An exploratory factor analysis produced a clear factor structure for task-oriented behavior, relationshiporiented behavior, and change-oriented behavior. The latter factor included identifying external threats and opportunities, envisioning new possibilities, proposing innovative strategies, and encouraging

The book 360 leader is written by the author John C. Maxwell. The book was dedicated to Dan Reiland who was a friend, student, teacher and partner to the author John C. Maxwell.There are six sections in this book written by John C. Maxwell. The six sections in this book talk about principles to lead up down and across, challenges, myths of leading from the middle of an organization and the value of 360 degree leaders. Maxwell’s book 360 leader provides a lot of facts on leading from the middle to the top of an organization reminding leaders that it’s all about influence when it comes to leadership.

Dennis Lehane’s novel, Shutter Island (2010), is about a man that was living one life when in reality he was living a totally different life. Many times, people as well as leaders are living a life in their mind that maybe different from what actions they are carrying out or what others think of them. A method to determine if you are performing to the level you believe you believe you are is to have the opinion of others. For example, you may look in a mirror and see yourself and you appear great, when someone sees you they notice the hair you cannot see is out of place. Without their feedback, or notification, you would be unware of the messed-up hair you cannot see from where you look. Getting feedback from others at your level, above your lever, and below your level will give you what is called 360-degree feedback. (Heathfield, 2017). National College for School Leadership gives us a tool to use giving us a chance to receive 360-degree feedback to determine if our image matches what others see.