There are seven relationship-oriented attitudes and behaviors that impact leadership and influence. Aligning people. Getting people pulling in the same direction and collaborating smoothly is a major interpersonal challenge. This might mean speaking to many people and involving many different stakeholders. Openness to worker opinions. A major part of relationship-oriented leadership is to engage in management openness, or a set of leader behaviors particularly relevant to subordinates’ motivation to voice their opinion.

Creating inspiration and visibility. As described in the discussion of charismatic and transformational leadership, inspiring others is an essential leadership practice. Inspiring people usually involves appealing to their emotions and values. Satisfying higher-level needs. To inspire people, effective leaders motivate them by satisfying higher-level needs, such as needs for achievement, personal growth, a sense of belonging, recognition, self-esteem, and a feeling of control over one’s life.

Giving emotional support and encouragement. Supportive behavior toward team members usually increases leadership effectiveness. A supportive leader gives frequent encouragement and also displays caring even about non-work-related matters such as the health of an ill family member. Promoting principles and values. A major part of a top leader’s role is to help promote values and principles that contribute to the welfare of individuals and organizations. This is relationship oriented because it deals directly with the emotions and attitudes of people.

Reducing task ambiguity. A useful by-product of relationship-oriented leadership behaviors is that they reduce ambiguity in the minds of subordinates. Ambiguity leads to stress for many workers, so stress is reduced when more structure is provided.