1. 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.

2. 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

3. Power Orientation Autocratic Leadership Participative Leadership
Free-Rein Leadership

4. 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.

5. 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.

6. 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.

7. Leadership as a Continuum

8. 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.

9. LIKERT’S MANAGEMENT SYSTEMS OF LEADERSHIP

10. 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

11. 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.

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

13. 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.

14. 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

15. 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

16. 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.

17. 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.

18. 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.

20. 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.

21. 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.

22. 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.