BEHAVIOR THEORIES These theories advocate that leadership is

shown by acts rather than traits and that the leadership is the result of effective role behavior.

The behavioral theorists concentrated on the unique behavioral aspects found in leaders that enabled them to attain effective leadership.

Behavioral theories of leadership are based upon the belief that great leaders are made, not born.

According to this theory, people can learn to become leaders through teaching and observation.

LEADERSHIP STYLESBased on Behavioral Approaches

Power orientationLeadership as a continuumOhio State Leadership QuadrantsEmployee Production OrientationLikert’s Management SystemManagerial GridTri-dimensional grid

POWER ORIENTATION Autocratic Leadership Participative Leadership Free-Rein Leadership

3 STYLES OF LEADERSHIP Autocratic

Authoritarian Tells followers what they want

done and how to do it (without getting the advice from others).

Works well if you don’t have much time to accomplish goals

Generally, this style is not a good way to get the best performance from a team.

Characterised by centralised decision making

Followers remain uninformed, insecure and afraid.

Participative Leadership The leader involves one or more

employees in the decision making process (to determine what to do and how to do it).

Leader facilitates emotional and mental involvement of the followers along with sharing of responsibilities.

Allows everyone to be part of a team—everyone feels that they have participated and contributed.

Encourages participation, delegates wisely, values group discussion.

Motivates by empowering members to direct themselves and guides w/a loose reign.

It raises the morale and thus enhances productivity.

Free Reign (Laissez Faire)

Leader allows employees to make the decisions and thus grants complete freedom.

Leader is still responsible for the decisions.

Leader sets priorities, policies, programs and delegates. The entire process us then left to the employees, who analyze the situation and determine what needs to be done and how to do it.

Leader has little control. Team has little direction or motivation.

LEADERSHIP AS A CONTINUUM

LIKERT’S MANAGEMENT SYSTEM Likert, on the basis of his study of

patterns and styles of managers, has given a continuum of 4 systems of management, namely, exploitative autocratic, benevolent autocratic, participative and democratic.

LIKERT’S MANAGEMENT SYSTEMS OF LEADERSHIP

Ohio State Studies A research was conducted at Ohio State

University, to identify independent dimensions of leader behavior.

It began with 1000 dimensions, which was narrowed down to two categories.

Initiating Structure/Production Orientation Consideration/Employee Orientation

Initiating Structure

The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.

Consideration

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.

High ConsiderationLow Structure

High StructureHigh Consideration

Low structureLow Consideration

High StructureLow Consideration

Assumption: Leaders can be trainedGoal: Develop leaders

UNIVERSITY OF MICHIGAN STUDIESEmployee-Oriented Leader

Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.

Production-Oriented Leader

One who emphasizes technical or task aspects of the job.

MANAGERIAL GRID The Managerial Grid Managerial Grid

Appraises leadership styles using two dimensions:

a. Concern for peopleb. Concern for production

Places managerial styles in five categories:a. Impoverished managementb. Task managementc. Middle-of-the-road managementd. Country club managemente. Team management

THE MANAGERIAL GRID

1,9Country club management

Thoughtful attention needs of peoplefor satisfying relationships leads toA comfortable, friendly organization

atmosphere and work tempo

9,9Team management

Work accomplishment is from committed people, interdependence

through a “common stake” in organization purpose leads to relationship

of trust and respect

1,1Impoverished Management

Exertion of minimum effort to get required work done is appropriate

to sustain organization membership

5,5Organization Man Management Adequate organization performance

possible through balancing the necessity to get out work with maintaining

morale of the people at a satisfactory level9,1

Authority-Obedience Efficiency in operations results from arranging conditions of

work in such a way that human elements interfere to a minimal degree

1

2

3 4 5 6 987

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2

3

4

5

6

7

8

9

Concern for productionLow High

Low

High

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It is used very widely for training managers to reach the position of 9,9.

Country Club: Thoughtful attention to needs of people for satisfying relationships. It leads to a comfortable and friendly organizational atmosphere and work tempo.

Impoverished: It involves extension of minimum efforts to get required work done and is appropriate to sustain organizational membership.

Authority-obedience: Efficiency in operations results from arranging conditions of work in such a way that elements interfere to a minimum degree.

Middle Road: Adequate organizational performance is possible through balancing the necessity to get out the work with maintaining morale of people at a satisfactory level.

Team: Work accomplishment is through committed people. Interdependence through a common stake in organizational purpose leads to relationships of trust and respects.

TRI-DIMENSIONAL GRID Reddin conceptualised a three-dimensional grid, also

known as 3-D management, borrowing some of the ideas from managerial grid.

Three dimensional axes represent task-orientation, relationship-orientation, and effectiveness.

By adding an effectiveness dimension to the task-oriented and relationship-oriented behaviour dimensions, Reddin has integrated the concept of leadership styles with the situational demand of a specific environment.

Task orientation (TO) is defined as the extent to which a manager directs his subordinates’ efforts towards goal attainment.

Relationship orientation (RO) is defined as the extent to which a manager has personal relationships.

Effectiveness is defined as the extent to which a manager is successful in his position.

Separated: Writes rules and policies and enforces them

Related: Accepts others; does not worry about time.

Dedicated: Interested in production; cannot work without power.

Integrated: Two way communication.

Low HighRel

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Task Orientation

Related Integrated

Separated Dedicated

High

Low

Deserter: Low task, low people, avoids involvement, believes in minimal output.Missionary: Believes in easy life, avoids conflicts.Autocrat: Concerned with jobs only.Compromiser: High task and relationship, poor decision maker.

Bureaucrat: High orientation towards organizational rules, produces only few ideas.Developer: Trusts in people, believes in high relationship, less task orientation, commitment to work, development of subordinate.Benevolent Autocrat: Directive ManagerExecutive: High task, high relationship orientation, democratic leadership style.

LIMITATIONS One behavior may be functional at one

time but dysfunctional at another point of time.

Effectiveness sometimes depends not only on leader’s behavior but on external factors also. Eg: Nature of followers, situation, etc.