The task-related versus relationship-related classification remains a useful framework for understanding leadership attitudes, behaviors, and practices. Task-related in this context means that the behavior, attitude, or skill focuses more on the task to be performed than on the interpersonal aspect of leadership. A synthesis of many studies indicates that the combination of leadership traits and behaviors (both task and relationship) accounts for a minimum of 31 percent of the differences in leadership effectiveness.

Although certain traits may predispose individuals to certain behaviors, according to the research in question, leader behaviors have a bigger impact on effectiveness than do traits. Adaptability to the situation. Effective leaders adapt to the situation. For example, a leader who is responsible for psychologically immature group members will find it necessary to supervise them closely.

Direction setting. Given that a major responsibility of leadership is to produce change, the leader must set the direction of that change. Direction setting is part of creating a vision and a component of strategy. High performance standards. Effective leaders consistently hold group members to high standards of performance. High performance standards can also take the form of challenging the thinking of others.

Concentrating on strengths. An axiom of effective leadership is to make good use of the strengths of group members rather than concentrating effort on patching up areas for improvement. The effective leader helps people improve, yet still capitalizes on strengths. Risk taking and execution. To bring about constructive change, the leader must take risks and be willing to implement those risky decisions.