ABSTRACT
This chapter focuses on the managerial leadership behaviors that contribute to leader effectiveness. It discusses the few people-oriented competencies, namely, developing staff, managing teams, and managing personnel change. Consulting involves checking with people on work-related matters and involving people in decision-making processes. In participative decision-making, subordinates and others are actively involved in providing ideas and suggestions in the decision-making process. Joint decision-making is similar to Vroom and Yetton's delegation model. Conflict management is used to handle various types of interpersonal disagreements, to build cooperative interpersonal relationships, and to harness the positive effects of conflict. People-oriented behaviors are critical to effectively supporting the creative environment and a learning organization culture. Long-term positive effects of people-oriented leadership behavior through motivational praise, appreciation, coordination of the right people to operations, and the building and managing of appropriate teams can be seen in legendary stories about leaders such as Colman Mockler of Gillette.
