behavioral approach to leadership

task behaviors

facilitate goal accomplishment. help group members achieve objectives.

relationship behaviors

help subordinates feel comfortable with themselves, each other, and the situation. emphasizes behavior of the leader and focuses exclusively on what leaders do and how they act.

the ohio state studies

leadership behavior questionnaire, 150 questions, identify # of times leaders engaged in specific behaviors.

participant settings

military, industrial, educational

LBDQ - XII (stogdill, 1963)

shortened. version of LBDQ, the most widely used leadership assessment instrument, results in 2 general types of leader behaviors

initiating structure

leaders provide structure for subordinates

task behaviors

organizing work, giving structure to the work context, defining role responsibility, scheduling work activities

consideration

leaders nurture subordinates

relationship behaviors

building camaraderie, respect, trust, and liking between leaders and followers.

university of michigan studies

Exploring leadership behaviors provides specific emphasis on the impact of leadership behavior on the performance of small groups. Results consisted of 2 types of leadership behaviors conceptualized as opposite ends of a single continuum.

employee orientation

strong human relations emphasis

production orientation

stresses technical aspects of a job. later, studies conceptualized the behaviors of 2 independent leadership orientations, possible orientation to both at the same time.

blake and moutons leadership grid

developed in the early 1960’s. used extensively in organizational training and development. designed to explain how leaders help organizations to reach their purposes.

concern for production (factor)

how a leader is concerned with achieving organizational tasks

concern for people (factor)

how a leader attends to members of the organization who are trying to achieve its goals

t/f: leaders usually have a DOMINANT grid style in most situations and a BACKUP style that is reverted under pressure.

true

AUTHORITY/COMPLIANCE (9,1)

Efficiency in operations results from arranging conditions of work such that human interference is minimal. HEAVY emphasis on tasks and job requirements and LESS emphasis on people. communication mainly made for instructions. people uses as tools. seen as controlling, demanding, hard driving, overpowering.

COUNTRY CLUB (1,9)

thoughtful attention to the needs of people leads to a comfortable, friendly organizational atmosphere and work tempo. LOW concern for task accomplishments and HIGH concern for interpersonal relationships. leaders stress the attitudes and feelings of people. tries to create a positive climate by being agreeable, eager to help, comforting, and non-controversial.

IMPOVERISHED (1,1)

minimal effort exerted to get work done is appropriate to sustain organizational membership. leader is UNCONCERNED with both tasks and interpersonal relationships. going through the motions but not involved and withdrawn. have little contact with followers and are described as indifferent, noncommittal, resigned and apethetic

MIDDLE OF THE ROAD (5,5)

adequate organizational performance possible through balancing the necessity of getting work done while maintaining satisfactory morale. INTERMEDIATE concern for tasks and people who do tasks. leader avoids conflict while emphasizing moderate levels of production and interpersonal relationships. leader prefers the middle ground and swallows convictions in the interest of “progress.”

TEAM (9,9)

work accomplished through committed people; interdependence via a “common stake” in the organization’s purpose, which leads to relationships of trust and respect. strong emphasis on BOTH tasks and interpersonal relationships. high degree of participation and teamwork. stimulates participation, acts determined, priorities clear, follows through, open-minded, etc.

PATERNALISM/MATERNALISM

reward and approval are bestowed on people in return for loyalty and disobedience; failure to comply leads to punishment. these leaders use both (1,9 and 9,1) without integrating the 2 of them. treats people as though they were disassociated from the task. regards the organization as FAMILY. rewards loyalty and punishes noncompliance.

OPPORTUNISM

people adapt to shift to any grid style needed to gain max advantage. performance occurs according to a system of selfish gain. uses ANY combination of the basic 5 styles for personal advancement. may be seen as ruthless and cunning as well as adaptable and strategic.

scope

offers a general means of assessing the behaviors of readers

focus

primarily a framework for accessing leadership as behavior with a task and relationship dimension

strengths

marked a major shift in leadership research from trait focuses to include behaviors and actions of leaders.

criticisms

research has not adequately demonstrated how leadership styles are associated with performance outcomes.