Assessing Leadership StyleLeaders with a task focus are often taskmasters, always pushing a
group to work on solving the particular problem of the moment.
They tend to see the world in terms of problems and the role of the
group as providing solutions to these problems. These leaders view
people less as individuals than as instruments. Such leaders are con-
stantly asking for movement on a project, about what is happening
in the implementation of a solution to a problem, and for options to
deal with a problem. The substance, not the people involved, is the
focus of attention. Leaders with a task emphasis are willing to
sacrifice a high level of morale in the group for accomplishing the
task. As these leaders note: "You can't keep all the people happy;
leaders have to make hard decisions for the good of the group, and
the people will just have to understand." These leaders seek follow-
ers who share their interest in solving problems and who will work
hard to implement any decisions that are made.
Leaders with a group-maintenance or relationship focus want to
keep the morale and spirit of their groups high. These leaders are
generally sensitive to what the people want and need and try to pro-
vide it. They will only move the group toward its goals as fast as the
members are willing to move. Camaraderie, loyalty, and commit-
ment to the group are critical for leaders with this emphasis. The
people in the group, not what needs to be done, are the focus of
attention. These leaders work to foster a sense of collegiality and of
participation in their groups. Members have the feeling that they are
a part of what happens and that their views are sought and listened
to. For these leaders, mobilizing and empowering members are what
leadership is all about. As a result, they are likely to build teams and
to share leadership, often seeking out opinions about what is feasible
among relevant constituencies at any point in time.
Motivation toward World (in-group bias and distrust of others)
Table 8.5 suggests how information about a leader's scores on in-
group bias and distrust of others provides us with evidence concern-
ing whether the leader is driven by the threats or problems he or she
perceives in the world or by the opportunities to form cooperative
relationships. There is a growing literature indicating that leaders'
ways of approaching the world can affect how confrontational their
country is likely to be, how likely they are to take initiatives, and