1. Leadership Behavior and Attitudes
What leaders do

2. In the 1940’s major research efforts were launched at Ohio State University and the University of Michigan

4. Ohio State University Study
2 key factors that account for most of the variance in leadership behavior.
Initiating Structure
Consideration

5. Initiates Structure Specifies tasks and procedures
Who does what and how.

6. Initiating Structure
Includes behavior in which the supervisor organizes and defines group activities and his relation to the group. This he defines the role he expects each member to assume, assigns tasks, plans ahead, establishes way of getting things done and pushes for production.

7. Consideration Creates and envorinment
Provides support, warmth, friendship and trust.

8. Consideration
Includes behavior indicating mutual trust, respect and a certain warmth and rapport between the supervisor and his group. This does not mean that this dimension reflects a superficial “pat-on-the-back”, “first name calling” kind of human relations behavior. This dimension appears to emphasize a deeper concern for group members needs and includes such behavior as allowing subordinates’ more participation in decision making and encouraging more two way communication.

9. Relationship between structure and consideration
Each dimension is independent
High structure-low consideration characteristic of “proficient” supervisors.
Same pattern led to high turnover, grievances, absences, accidents, low morale

10. Patterns of leadership behavior related to employee grievances and turnover (Fleishman and Harris)
Significant correlation between leadership behavior (IS & C) and organizational effectiveness (grievances and turnover).
Grievances and turnover increase most sharply at the extreme ends of consideration(low) and structure(high).
Increase consideration-grievances and turnover decline initially.
Continued increases in consideration get decreasing results

11. Patterns of leadership behavior related to employee grievances and turnover (Fleishman and Harris)
Consideration is the dominant factor.
High consideration – increased structure perceived as helpful in a climate of mutual trust and respect
Low consideration – increased structure perceived as oppressive and self serving.
High consideration could initiate almost any amount of structure without increasing grievances or turnover.

12. Patterns of leadership behavior related to employee grievances and turnover (Fleishman and Harris)
Low consideration-low structure perceived as irrelavent.
Low consideration-high structure perceived as tyrannical

13. University of Michigan
Examined high producing groups and low producing groups
Leaders characterized as “production centered” or “employee centered”

14. Production Centered Analogous to initiating structure
Leaders do the following
Tight work standards
Well organized tasks
Prescribed work methods
Sounds like transactional leadership, doesn’t it?

15. Employee centered Encourages subordinate participation
Employee participates in goal setting activities

16. The most productive groups were led by employee centered leaders

17. Yes, but what do leaders do when they initiate structure or demonstrate consideration?

18. Task related activities and attitudes
Adaptability
Sizes up people, situations and tactics
Direction Setting
Northbound train
Set high performance standards
Pygmalion effect

19. Task related activities and attitudes (cont’d)
Risk taking/action oriented
Provides hands on guidance
Provides frequent feedback
Takes corrective action
Reinforces favorable activities

20. Task related activities and attitudes (cont’d)
Remain calm and consistent under pressure
Asks tough questions rather than provide answers
Reverse delagation
Strong customer orientation

21. Relationship Oriented actions
Alignment
Everyone pulling in the same direction and persuing a common vision
Mobilization
Getting group to work together smoothly
Communication
Care for each other
Confidence in each others’ ability
Letting people know how they fit and how they are doing

22. Relationship Oriented actions (cont’d)
Concert building
The goal is to produce a system that is self evaluation, self correction, self renewing, ongoing.
Inspiration
Satisfaction of the needs of members

23. Relationship Oriented actions (cont’d)
Making work meaningful
Emotional support and encouragment
Promotion of principles and values

24. Although no effective behavior is confirmed…
Directive (specific guidance, explains expectations)
Supportive (friendly, concerns etc)
Achievement Oriented (hard goals, expect best performance)
Participative(consults with subordinates, agree with them )

25. Findings
Directive leadership; greater satisfaction when tasks are ambiguous or stressful than when they are highly structured
Supportive leadership; higher performance and satisfaction with structured tasks
Directive leadership; higher satisfaction when substantive conflict within the group.
Participative leadership; people with internal locus of control more satisfied with it

26. THANK YOU !