Published by R.P. BenDedek with permission from Dr. Tony Keys', this article is an edited excerpt from Dr. Key's book: 'Growing Future Leaders'. Whilst the book is primarily aimed at Christians, the organizational and business principles contained in it make it a valuable tool for all business leaders. (Other Extracts in this Series.)

In the last article (Supportive Leadership Behaviours) it was pointed out that one of the most effective ways to empower people to become exemplary followers and exemplary leaders is through path-goal leadership.

Path-goal leadership maintains that the leader determines their behavior towards the follower based on the follower's maturity and experience. From this assessment, path-goal leadership provides the coaching, guidance, support and rewards necessary for the effective performance of followers.

In general, path-goal leadership will choose one or more of the following four leadership behaviors that are found to be appropriate to the follower's experience, maturity, perceived ability and locus of control. This will help them to become exemplary followers and leaders.

In this article we look at the Second of the Four Leadership behaviours.

B. Directive Leadership (External Locus of Control)

Directive leadership can transform would-be superstars into dynamic team leaders. Michael Jordan, the great basketball player played for the 'The Bulls'. Coach, Phil Jackson, noticed that the team was dominated by Jordan's talent. There was no synergy, no drive, in any of the other team players. The coach encouraged Michael Jordan to develop team-oriented skills to inspire and empower others to do better. As Michael Jordan did this, the team went from being a purposeless group to an empowered team. Michael Jordan went from being a superstar to a leader.

An example of the failure of directive leadership to bring about transformational can be found in Mikhail Gorbachev's 'Perestroika'. Following decades of communist oppression, the nation was largely comprised of passive, conformist and pragmatist followers who lacked any form of initiative or sense of responsibility. Gorbachev failed to see that this group of people needed a directive style of leadership - a leader who would tell them exactly what to do. He was unable to collectively mobilize his future leaders to implement his vision of change.

All followers need some sort of direction especially in times of crises or in ambiguous situations. Directive leadership involves telling the followers what is expected of them, how and when it is to be done. It also establishes and maintains patterns of communication, explains assignments, rules and expectations to followers who have an external locus of control.

It is very important that the leader using the directive leadership style carefully determine which type of direction should be given and when it should be given. Timing is everything.

The leader who uses the directive leadership style needs skills in order to empower followers who have an external locus of control.

a. Two-way communication: The leader must be able to explain assignments, rules and procedures and be able to listen to the follower and give the follower positive feedback on their performance. Phil Jackson, The Bull's coach, demonstrated this in his interaction with Michael Jordan. On the other hand, what is interesting about Mikhail Gorbachev is that while his public image gave the impression that he was a good communicator and listener of the people (Time magazine in the 1980's crowned him 'Man of the Decade') he met with opposition from his followers and future leaders who went from passive, conformist and pragmatist followers to alienated followers not because his policies were new but rather because they were unformed.

No-one knew what to do and, in a society that for decades had been used to being told what to do, this was a disaster. The lack of effective communication opened the door for the New Lion King Syndrome to come into play and Mikhail Gorbachev was replaced by the lion of Russia, Boris Yeltsin.

b. Competence or Expertise: The leader must be physically able to demonstrate the task and guide the follower without 'lording it over' him/her. Followers with an external locus of control look for the leader to have expert power.

Mikhail Gorbachev had in implementing his transformational changes was that he was unable to demonstrate expert power. His training in the rigid hierarchical state-party system.

c. Self-confident, not overbearing: Followers with an external locus of control are looking for leaders who are decisive and who do not express any self-doubt.

Situations for Directive Leadership

It is suitable within a group with a high degree of task interdependence in which they must co-ordinate their activities with others.

It is used where there is a need for direct communication between the leader and followers or between followers and a community service being offered.

It works when followers are new at their jobs and need guidance from the leader about effective work methods and the leader is the one who has the expertise. In highly-structured organizations where the tasks and procedures are clearly defined, followers will resent a directive style of leadership beyond the initial clarification of the task.

The directive style of leadership is welcome as a means of completing the task where followers have a high need for achievement.

It is an effective strategy in reducing bureaucracy and stress levels within an organization.

Effects of Directive Leadership on Followers

Most people welcome some sort of structure and predictability in their lives as it allows them to concentrate on accomplishing important tasks. This is of particular importance for followers who have an external locus of control and become disorientated in ambiguous situations.

There are four positive effects of the directive leadership style on followers:

1. Directive leadership will increase this type of follower's job satisfaction. This brings structure and direction, which is particularly relevant if the work environment is not highly structured or if the organization is going through transformational change. It clarifies the follower's role. This results in a higher performance and productivity from followers and improved departmental effectiveness.

2. When directive leadership is combined with supportive leadership, it reduces stress and burn-out levels as well as turnover amongst followers.

3. It increases group cohesion, a strong 'we' feeling amongst members. Felt-closeness is often reported amongst group members. It is interesting to note in Nehemiah Chapter 2 Verse 18 the strong sense of felt-closeness amongst the people of Jerusalem as they set about to rebuild the walls. The people said: "Let us arise and build."

4. Based on clear expectations, followers develop a stronger focus and motivation to achieve the organization's mission and vision.

Factors that will Replace Directive Leadership

One way to reduce or replace the need for a directive leadership style is to establish autonomous work teams. These teams need to operate in an environment where there is a certain amount of predictability relating to specific procedures used in performing tasks. Such teams need to be provided with the authority to make and implement work-related decisions and strategies to accomplish the team's objectives. They also need feedback.

May God Grant You Direction in Leadership

Dr. Tony Keys
Brisbane, Australia.
Email:trinitylead@uq.net.au
Copyright 2011
The Trinity Institute of Leadership Inc.

Growing Future Leaders - The Enormous Potential of Followers - Published 2006 by CRS Publishing, Unit 9, 147 Marshalltown Rd, Grovedale, Victoria 3216, Australia.

Unless otherwise noted, Scripture quotations are from the NKJV Holy Bible

Dr. Tony Keys' Articles - Writers Journal K.C.

Christian Books on Leadership Various Authors

Barclay, William 1975, The Gospel of John, Saint Andrew Press, Edinburgh

House, Robert (1996) Path-Goal Theory of Leadership: Lessons, Legacy, and A Refomulated Theory. Leadership Quarterly 1996.

Howell & Costley 2001, Effective Leadership, Prentice Hall, p.56

Pastor Tony Key's professional career includes extensive experience in leadership positions in non-profit organisations, ministry, education, industry and churches.

He has been actively involved in a vast range of leadership roles, which includes experience as the Director of two Christian tertiary education centres, Church Pastor, Assistant Principal of a non-profit Christian School, Factory Manager, Youth Worker, Crusade Co-ordinator, and an administrator for a theatre company.

He has travelled extensively throughout Australia and the world, preaching and ministering in churches as well as conducting leadership seminars for churches, bible colleges, missionary and not-for-profit organisations and meeting in a consulting role with church leaders.