Relationship Versus Task-Oriented Leadership Behaviors

It has long been established in leadership literature that that the major division of
management or leadership style is the leader’s preference of either relationship-oriented or
task-oriented leadership approach. In the former approach, the leader is primarily focused on
getting work at hand done or accomplishing a given set of tasks. Often, such leaders focus on
satisfying the demands of their superiors and tend to ignore the needs of their subordinates.
On the opposite end of the spectrum are relationship-oriented leaders. Such leaders place a
very high premium on the needs of their subordinates. They emphasize sociability and
personal connection between them and the subordinates. The suitability of each approach
depends on the circumstances and the environment in which the leader is operating in. Most
leaders tend to have elements of both traits to varying degrees. To determine my preferred
leadership approach, I took the Task and Relationship Questionnaire.

The results of the questionnaire showed that I scored 45 on task behavior and 41 on
relationship behavior. According to Northouse (2019), my two scores fall in “high-range” of
the two leadership behaviors. However, it is clear that task-behavior is the more dominant of
the two. In other words, I am more of a task-oriented leader rather than relationship-oriented
leader. This is not exactly surprising to me as I tend to be highly focused on task
accomplishment. I almost always have to-do lists with each task allocated specific amount of
time to be completed. I use a similar approach when dealing with my subordinates. I assign
tasks to them, either individually or as groups, monitor their work, and push them to finish
the tasks within the allocated time. This approach to leadership has served me to well thus far
as I work in an environment characterized by tight deadlines and heavy workloads. Without a
task-oriented approach, I would struggle to finish anything. The task-oriented approach to
leadership also comes naturally to me as it fits my personality. I am highly driven, persistent,

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and determined. According to Hossain & Asheq (2020) these are the same traits are
associated with effective and efficient task accomplishment.

While I was not surprised at my score in task behavior, my score in relationship
behavior came as a major surprise to me. Granted, I am not an antisocial person. However, I
am not a great people-person either. Be that as it may, I have over time come to appreciate
the importance of great relationship among subordinates and between subordinates and their
leader. According to Northouse (2019), relationship-oriented leadership behavior tends to
focus more on the well-being and relationship of the subordinates rather than simply setting
goals and having the subordinates achieve them. Such an approach creates strong trust of the
leader by the subordinates.

Early on, it was my strong belief that the sole goal of a leader was to drive their
subordinates into achieving set targets. I, therefore, had very little use for traits that are
associated with relationship leadership behavior such as socialization to build stronger
relationships and seeking support from subordinates when making decisions. However,
personal experiences and my observations of great leaders who run highly performing
organizations have led me to appreciate traits associated with relationship-oriented
leadership, such as trust of subordinates in their leaders and the leader’s motivation and
coaching of subordinates (Northouse, 2019). Such an approach creates highly cohesive,
motivated, and satisfied teams that record great performances. Additionally, the leader’s
closeness and understanding of their subordinates enables them to assign tasks appropriately
based on their assessment of individual strengths and weaknesses of the subordinates. In this
manner, they are able to get the most from their followers.

Since realizing how valuable positive relations between the leader and subordinates as
well as among the subordinates themselves is to achievement of set goals, I have made

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conscious efforts of improving my relationship-oriented leadership traits. Unlike in previous
times, I take time to be close with my subordinates so that I know what motivates them and at
skills level, what they are good at and what they are not. This information is key when
assigning tasks. When individuals are asked to perform tasks that they are good at, they are
likely to produce great results in terms of quality and efficiency.

Thus, rather than being mutually exclusive, task-oriented and relationship-oriented
leadership behaviors complement each other. In fact, a good leader should strive to be good
at both of them. A relationship-oriented approach allows a leader to assign tasks to
appropriate individuals who in turn accomplish tasks on time without compromising on
quality. It is, therefore, my goal to be great at both leadership approaches. Combining task-
oriented approach and relationship-oriented approach ensures that one will always get things
done without creating an uncomfortable and stressful environment for the subordinates.
Thanks to the deep connection between the leader and the subordinates, work can still go on
even when the leader is not around. Thus, perfecting task-oriented and relationship-oriented
approach to leadership allows the leader to enjoy the best of both worlds.

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References

Hossain, M. U., & Asheq, A. A. (2020). Do leadership orientation and proactive personality
influence social entrepreneurial intention? International Journal of Management and
Enterprise Development, 19(2), 109-125.

Northouse, P. (2019). Introduction to leadership: Concepts and practice (5th ed.). Sage
Publications.