Pillars of Effective Leadership
Effective leadership is imperative for the performance of the organization. Although there is significant research on leadership, it is also one of the most challenging constructs to define because of its broad nature. However, Yukl (2012) structured effective leadership behaviors into four taxonomies: task-oriented, relation-oriented, change-oriented, and external. Therefore, effective leaders demonstrate behaviors within each of these four categories, which ultimately drive the performance and mission of the organization.
Task-oriented leadership behaviors include planning (e.g., assigning responsibilities, creating schedules), clarifying (e.g., setting expectations and clear work priorities), monitoring operations (e.g., assessing the progress of the systems created to achieve goals), and problem-solving (e.g., handling issues as they arise). The goal of task-oriented leadership is to move the efforts and resources of the individuals and the team efficiently toward the mission and end goals (Yukl, 2012).
Relations-oriented leadership behaviors include supporting (e.g., helping employees navigate challenges, providing encouragement), developing (e.g., providing skill development opportunities, creating pathways for career advancement, mentorship), recognizing (e.g., acknowledging the successes of team members and the team as a whole), and empowering (e.g., soliciting input from others, cultivating autonomy) others within an organization. Relations-oriented leadership behaviors are utilized to strengthen the relationships between employees within the organization and strengthen the employees' commitment to the organization and its mission (Yukl, 2012). Further, relations-oriented behaviors serve as a foundational element for both task-oriented and change-oriented leadership behaviors and are arguably the most important type of leadership behavior (Borggman et al., 2016). As such, relations-oriented leadership behaviors serve as a primary driver of employee job satisfaction, commitment, and performance (Borggman et al., 2016).
Change-oriented leadership behaviors include advocating change (e.g., sharing the ‘why’ behind necessary change, explaining the potential outcomes if change does not take place, influencing others to accept the need for change), envisioning change (e.g., articulating a clear vision of the future if the change is made), encouraging innovation (e.g., creating an environment where it is safe to share ideas and experiment), and facilitating collective learning (e.g., creating a safe environment to learn from mistakes). Change-oriented leadership is a vital part of leadership because of the fast-moving changes in the external landscape which organizations have to respond to to remain successful. Therefore, leaders who demonstrate change-oriented leadership behaviors are better able to guide their teams to adapt to these stressors.
Finally, external leadership behaviors refer to networking (e.g., sustaining relationships with external stakeholders), external monitoring (e.g., staying abreast of industry news and changes), and representation (e.g., engaging in public relations efforts on small and large scales, Yukl, 2012). External leadership refers to how the organization is positioned and responding to the external environment and is a vital part of understanding when it is necessary to engage in change-oriented leadership behaviors. Therefore, garnering interest and resources within the marketplace that favor the organization is important, as is understanding the external landscape and how the organization is positioned in relation to competitors in the marketplace (Yukl, 2012).
Ultimately, effective leaders need to develop skills in each of these four domains. By doing so, leaders can position themselves to respond to needs both internally and externally to their organization. This, along with providing support for their employees and striving to meet the established goals of the organization, creates a well-rounded and effective leader.
References
Borgmann, L., Rowold, J., & Bormann, K. C. (2016). Integrating leadership research: A meta-analytical test of Yukl’s meta-categories of leadership. Personnel Review, 45(6), 1340–1366. https://doi.org/10.1108/PR-07-2014-0145
Yukl, G. (2012). Effective leadership behaviors: What we know and what questions need more attention. Academy of Management Perspectives, 26(4), 66-85. https://doi.org/10.5465/amp.2012.0088
