Leadership behaviors
| People-oriented behaviors | Task-oriented behaviors | Organization-oriented behaviors |
|---|---|---|
| Inspiring enthusiasm for a project | Scheduling the work to be done | Publicizing the network's goals and accomplishments |
| Brainstorming | Letting network members know what is expected of them | Keeping the network in good standing with higher authority |
| Permitting the network members to use their own judgment in solving problems | Assigning network members to particular tasks | Keeping the group in good standing with stakeholders outside of network |
| Permitting the network to set its own pace | Deciding how tasks will be performed | Encouraging support from superiors among network members |
| Sharing the leadership role with other network members | Making sure staff roles are understood by the network members | Encouraging support from stakeholders outside of your network |
| Putting suggestions made by the network into operation | Asking that network members follow standard rules and regulations | Identifying stakeholders |
| Treating all network members as equals | Taking charge when emergencies arise | Identifying resources (equipment, supplies, finances, etc.) |
| Looking out for the personal welfare of network members | Acting without consulting the network | Changing the network's structure |
| Settling conflicts when they occur in the network | Keeping work moving at a rapid pace | Establishing a shared vision |
| Maintaining a closely knit network | Coordinating the work of the network | Influencing the network's values and norms |
| Creating trust among network members | Establishing agreement regarding the nature of the tasks | Establishing member commitment to the network 's mission |
| Freely sharing information among network members | Selecting performance measures | |
| Using incentives to motivate network members |
| People-oriented behaviors | Task-oriented behaviors | Organization-oriented behaviors |
|---|---|---|
| Inspiring enthusiasm for a project | Scheduling the work to be done | Publicizing the network's goals and accomplishments |
| Brainstorming | Letting network members know what is expected of them | Keeping the network in good standing with higher authority |
| Permitting the network members to use their own judgment in solving problems | Assigning network members to particular tasks | Keeping the group in good standing with stakeholders outside of network |
| Permitting the network to set its own pace | Deciding how tasks will be performed | Encouraging support from superiors among network members |
| Sharing the leadership role with other network members | Making sure staff roles are understood by the network members | Encouraging support from stakeholders outside of your network |
| Putting suggestions made by the network into operation | Asking that network members follow standard rules and regulations | Identifying stakeholders |
| Treating all network members as equals | Taking charge when emergencies arise | Identifying resources (equipment, supplies, finances, etc.) |
| Looking out for the personal welfare of network members | Acting without consulting the network | Changing the network's structure |
| Settling conflicts when they occur in the network | Keeping work moving at a rapid pace | Establishing a shared vision |
| Maintaining a closely knit network | Coordinating the work of the network | Influencing the network's values and norms |
| Creating trust among network members | Establishing agreement regarding the nature of the tasks | Establishing member commitment to the network 's mission |
| Freely sharing information among network members | Selecting performance measures | |
| Using incentives to motivate network members |
Source(s): Adapted from Van Wart (2004, 2008)