Behaviors that work for and
against leadership selection
The behavioral approach to leadership suggests that people can behave in ways that may lead to their being selected as leaders or distinguish them as leaders. This is similar to the trait approach, except that traits are considered more or less inborn attributes, while behaviors can be learned and refined. The list below shows behaviors that have been identified as being related to being selected or not selected as a leader in groups.
Contributing Behaviors
Interfering Behaviors
  • high participation and talking
  • comfort abd fluence in delivering information
  • forceful and energetic in presentation
  • does not express strong opinions early in group (can later)
  • initiates conversation
  • introduces new themes and topics
  • seeks comments from others (Gatekeeper role)
  • sits at head of table
  • in a position of receiving, dispensing, or coordinating information
  • avoids obviously persuading other to a point of view
  • interacts flexibly with others; changes style as needed but not seen as chameleon
  • promotes identity of group ("we, us, our", etc.)
  • listen's accurately to other's contributions
  • demonstrates achievement, goal orientation and task structure

 
  • low level of participation, involvement or contribution
  • uninformed contribution
  • overly directive comments
  • offensive language (including sexist and profanity)
  • stilted, overly formal language
  • dominates conversation
  • absent from meetings
  • volunteers as secretary or recorder of meetings
  • takes role of joker
  • shows contempt for leadership
  • willing to do as told
  • presents self too strongly early in group discussion

 
 
 
 

 
Go back over the above lists and reflect on the differences between them. What are the principles involved? What makes a person desirable or undesirable as a leader based on behavior?