1. Style Approach AGED 3153

2. Leadership is action, not position. ~Donald H. McGannon

3. Overview Defining Leadership Style Style Approach Perspective Ohio State and Univ. Michigan Studies Blake & Mouton’s Leadership Grid How Does the Style Approach Work?

4. Leadership Styles Leadership style –manner & approach of providing direction, implementing plans, & motivating people Determined by

5. General Styles of Leadership –Concerned with task accomplishment Tells the group what to do and how to do it –Concerned equally with task & relationship Gives direction, but is open to suggestions –Concerned with the relationships Makes sure everyone is included –Permits members to do whatever they want to do Agrees with all suggestions and provides no direction

6. Style Approach Behavior of leaderBehavior of leader –what they do –how they act Includes actions toward subordinates Explains how leaders combine behaviors to influence subordinates to reach goal.Explains how leaders combine behaviors to influence subordinates to reach goal.

7. Kinds of behaviors –Facilitate goal accomplishment –Help subordinates feel comfortable with themselves, each other and the situation

8. Ohio State Studies Particular clusters of behaviors were typical of leaders –Initiating structure or task behavior –Consideration or relationship behavior Behaviors are distinct & independent –exist along separate continua No relations between two behaviors

9. University of Michigan Studies Exploring leadership behavior –Emphasis on impacts of leaders’ behavior on small group performance Two types of leadership behaviors – conceptualized along a single continuum Employee orientationEmployee orientation –strong human relations emphasis Production orientationProduction orientation –stresses the technical aspects of a job –

10. Univ. of Michigan Impacts Later reconceptualized as two independent leadership orientations –like Ohio State studies No best leadership style ever identified from studies

11. Blake & Mouton’s Managerial (Leadership) Grid Used extensively in organizational training & development –Early 1960s Explains how leaders help organizations reach their purposes. –Concern for production achievement of organizational tasks –Concern for people how leader attends to people Closely parallel task & relationship behaviors

12. 9 8 7 6 5 4 3 2 1 123456789 Low Low High High Concern for Results Concern for People 1, 9 9, 9 1, 1 9, 1 Country Club Management Team Management Middle-of-the-Road 5, 5 Impoverished Management Authority-Compliance Mgmt Leadership Grid

13. Two other styles Uses 1,9 & 9,1 styles “benevolent dictator” Act nice to achieve goal Failure = punishment Uses any combination personal advancement Paternalism/ Maternalism Opportunism

14. Use of Leadership Grid Practical Model of leadershipPractical Model of leadership –high-high orientation implied as best style –Person uses a dominant grid style in most situations –Backup style is used in high pressure situations

15. The art of leadership is to mobilize people to care about the tasks ahead. ~ Lessons of Presidential Leadership article

16. Focus of the Style Approach Framework for broad assessment –task & relationship dimension Describes the major components of a leader’s behavior Reminds leaders of their impacts on others as well as the outcome

17. What are some style approach strengths?

18. What are some short comings of the style approach?

19. How could you use this approach?