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 Styles Power orientation Leadership as a continuum Based on Behavioral Approaches Power orientation Leadership as a continuum Ohio State Leadership Quadrants Employee Production Orientation Likert’s Management System Managerial Grid Tri-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.

Assumption: Leaders can be trained Goal: Develop leaders High Consideration Low Structure High Structure Low structure Low Consideration

University of Michigan Studies Employee-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: Concern for people Concern for production Places managerial styles in five categories: Impoverished management Task management Middle-of-the-road management Country club management Team management

The Managerial Grid High Concern for people Low Low 1,9 Country club management Thoughtful attention needs of people for satisfying relationships leads to A comfortable, friendly organization atmosphere and work tempo 9,9 Team management Work accomplishment is from committed people, interdependence through a “common stake” in organization purpose leads to relationship of trust and respect 9 8 7 6 Concern for people 5 5,5 Organization Man Management Adequate organization performance possible through balancing the necessity to get out work with maintaining morale of the people at a satisfactory level 4 3 1,1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 9,1 Authority-Obedience Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimal degree Low 2 1 2 6 7 8 1 3 4 5 9 Low Concern for production High

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.

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 Manager Executive: 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.