GM 502 Unit_2.edited.docx Understanding the Behavioral Approach Purdue Global University GM502: Leadership Theories and Practice I The Leadership Challenge – Leadership Credibility Introduction The behavioral
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GM 502 Unit_2.edited.docx Understanding the Behavioral Approach Purdue Global University GM502: Leadership Theories and Practice I The Leadership Challenge – Leadership Credibility Introduction The behavioral approach is another leadership theory that has a focus on a leaders personality.The difference between the skills and traits approach versus the behavior approach is noticeable. The behavior approach has a focus on what a leader does versus the skills and traits approach that focuses on who the leader is as a person. Case 4.1 Marks initial leadership was task focused. One example is how Mark explained that starting out he was only focused on the task like a drill seargant. He took this approach because there was little to no room for error in the hospital environment. As time moved forward Mark shifted towards a relationship focused approach. It appears that Mark was successful in implementing one approach to make necessary changes and once complete able to shift the focus to the relationship of his team members versus what they were doing. Mark appears to have the ability to adjust his leadership style as described in the case study. Ive observed many managers who have the ability to focus on one approach or the other. Ive watched task focused managers struggle when relationship needs to be the focus. Ive also observed myself and other managers that are relationship focus struggle with the task approach when it is needed. Leadership Behavior Questionnaire Results The results of t. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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