Presented by:Samir MallNiranjan Panda

Overview:Introduction to Leadership and Behavioral theory

Kurt Lewins study at Iowa

Ohio Studies

Michigan studies

IntroductionLeadership: Process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.

Leadership helps in:-

Motivating Employees

Creating Confidence

Building Morale

Leader Vs Manager

SubjectLeaderManagerFocusLeading peopleManaging workHaveFollowersSubordinateVisionLong TermShort TermPowerPersonal CharismaFormal AuthorityStyleTransformationalTransactionalExchangeExcitement for WorkMoney for WorkWantsAchievementsResultsRisk TakesMinimizesRulesBreaksMakesConflictUsesAvoidsDirectionNew RoadsExisting roadsCreditGivesTakes

Behavioral Theory of leadershipBehavioral theory: Aims at finding Behaviours characterstic of a leader viz; delegating taks, communicate, etc.

Focus on two aspects Leadership Style & Leadership functions

It assumes: Successful leadership is based on definable behavior. Behaviour can be learned and thus leaders can be made

Behavioral TheoriesIowa studies by Kurt Lewin

University of Michigan studies

University of Ohio studies

Managerial grids

Iowa Studies by Kurt LewinsKurt Zadek Lewin German- American psychologist.

Lewins Equation for behavior : B = F (P, E)

By a study Lewins found three types of leaders: AutocraticDemocraticLaissez-Faire

Iowa studies (contd.)Autocratic leader: Tells and sells tasksExpects followers do as directed.

Democratic Leader Involves and consultDelegates authority (empowerment)

Laissez-faire:Gives complete freedomAnswers questions and provides materials

Ohio State StudiesInitiating StructureThe 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.ConsiderationThe extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas, and regard for their feelings.

HighInitiating StructureConsiderationLowHighLow

Leaders of high production group. Leaders rated negatively by superiors.

High ConsiderationHigh Initiating Structure

Low ConsiderationLow Initiating Structure Leader with high moral. Greater rates of grievances, absenteeism and turnover. Low level of job satisfaction.

University of Michigan StudiesEmployee-Oriented LeaderEmphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.Production-Oriented LeaderOne who emphasizes technical or task aspects of the job.

The Managerial Grid(Blake and Mouton)

LIMITATIONS Modest Success in identifying consistent relationship between leadership behavior and group performance. Effect of situational factors influencing success missing.