1. Behavioral Theory Magdalena Filippone
“If you want to change attitudes, start with a change in behavior” - William Glasser  

2. What is Behavioral Theory?
A leader is defined according to their behavior
Behavior: the range of actions and mannerisms made by organisms in conjunction with their environment
Developed in the 1950s after the limitations of Trait Theory were exposed
Focuses on what leaders do, concerned with people and collaboration
Asserts that with the right behavior, a leader can be made

3. Description
Not based on inherent capabilities, correlates certain behaviors with leadership success
Success is defined by parameters; leadership can be obtained through practice and adopting a skill set
Based on the principle of conditioning – a specific response to a specific stimuli
Task Behaviors & Relationship Behaviors
“The central purpose of the behavioral approach is to explain how leaders combine these two kinds of behaviors to influence followers in their efforts to reach a goal” (Northouse 2007)

4. Why is this important?
Expanded the scope of leadership to include the actions and reactions of leaders according to situations, as well as the responses of their followers
Easier to observe, interpret, measure and assess
Creates leadership ‘styles’
Set of prescriptions for leaders
Valuable framework for leaders to evaluate their own effectiveness

5. Case Study: Iowa (1939) Separated 10 year old boys in three groups
Trained adults to behave as authoritarian, democratic or laissez-faire leaders
Preference for democratic and laissez-faire leaders
Democratic leaders were the most effective and laissez-faire leaders the least
Shows how different styles of leadership can produce different reactions and productivity levels

6. Case Study: Ohio State (1940s)
Followers completed a questionnaire on their leaders
Initiating Structure & Consideration Behaviors
Both of these behaviors converge on the idea that leaders provide structure and guidance
Behaviors are independent of one another
Exhibiting a little bit of both leads to optimal leadership

7. Case Study: Michigan (1950s)
Impact of leadership behaviors on the performance of small groups
Employee Orientation & Production Orientation
Placed these behaviors on the same continuum
Later claimed them independent of one another
Encouraged managers to be more employee-centered

8. Case Study: Blake & Mouton
Managerial (Leadership) Grid – 1960s
Designed to explain how leaders help organizations reach their purposes through two factors
Concern for Production & Concern for People
Joins these forces on a grid, measured on a 9-point scale
Concludes that there are five leadership ‘styles’

9. Managerial Grid
Source:

10. Advantages Self-awareness by managers
Helps managers find the right balance
Shifted the focus of leadership research to incorporate the followers
Defined leadership into styles
Answers the question of “What makes a person [trait]? How?”

11. Criticisms
Generalizes styles, but a single style may not be effective at all times
No guidance on how to adapt to changing situations
Underestimated the importance of the group, surrounding environment, and circumstances
Further research needed to show how behaviors are associated with performance outcomes
There remains a question of application – When should these styles be employed?

12. Group Discussion
How does this improve leadership theory when compared to Trait Theory? Give an example using the list we have compiled
Do you think people are still confined to certain behaviors due to their genetic makeup? What does this say about the ‘learning’ of leadership?
Is it possible for them to develop new leadership styles?
Which behaviors are more important, task behaviors or relationship behaviors? Why?