1.  These theories advocate that leadership is shown by acts rather than traits and that the leadership is the result of effective role behavior.  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.  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.

4.  The Managerial Grid Managerial Grid Appraises leadership styles using two dimensions: a. Concern for people b. Concern for production  Places managerial styles in five categories: a. Impoverished management b. Task management c. Middle-of-the-road management d. Country club management e. Team management

5. 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 1,1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 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 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 1 2 345 6 9 8 7 1 2 3 4 5 6 7 8 9 Concern for productionLow High Low High Concern for people

6.  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.

7.  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.

8.  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.