Kinicki and two colleagues—W. P. Carey colleague Kathryn Jacobson and Gregory Prussia of Seattle University –opined in their research notes that the traditional model for studying business leadership does not provide a full understanding of what separates successful managers from their failed colleagues. Performance Management Leadership (PML) is just as crucial to the success of an organization as transformational leadership.
The research, based on a survey strongly suggests managers who are successful at PML comprised of leadership behaviors pertaining to support and coaching, communication, providing consequences, feedback, process of goal setting and monitoring performance expectations are better leaders than those who aren’t.
After Kinicki gathering ideas from focus groups in the field during his research studies concluded performance management leadership which HR scholars had long known was crucial to organizational success was the missing piece in the leadership puzzle.
The aforesaid researchers came out with the conclusions that the leadership model had to be expanded to include PML that is Performance Management Leadership
They explained that PML encompasses broad and proactive leader behaviors that serve to motivate, direct, support, modify, assist, monitor and reinforce employees in pursuit of goal accomplishment. PML is the “blocking and tackling” of business leadership the hard work of getting the most out of your workers, every day which is akin to tackling players of opposite football team.
PML AND THEIR CONSTITUENT DEFINITIONS:
1.Support and coaching: The extent, to which a leader instructs, directs and promotes employee effectiveness. This dimension includes such factors as providing employees with adequate resources, serving as a role model and providing guidance.
2.Communication: An “essential core competency for a successful leader,” this dimension includes approachability and the ability to offer positive feedback.
3.Providing consequences: The extent to which a leader acknowledges employee performance through recognition and rewards.
4.Feedback: A report of the quantity, quality and punctuality of performance, a leader passes onto his employees.
5.Process of goal setting: A measure of how well a leader establishes developmental and performance goals linked to the organization’s goals.
6.Establishing/monitoring performance expectations: The extent to which a manager keeps track of how well an employee is meeting the aforementioned goals.
“PML is about executing on a daily basis—where the rubber meets the road,” Kinicki says. “That’s what I’m talking about.”
Leaders should engage in these six dimensions of PML. Results show that leaders who use performance management leadership behaviors have more satisfied employees who are more willing to put in extra effort at work.