The document summarizes behavioral leadership theories proposed by several theorists. It discusses Kurt Lewin's three leadership styles of authoritarian, democratic, and laissez-faire. It also examines Jenkins and Henderson's bureaucratic leadership style. McGregor's Theory X and Theory Y are presented, with Theory X assuming people dislike work while Theory Y sees work as potentially satisfying. The behavioral view is that leadership is learned rather than innate, and effective leaders acquire behaviors through experience.

1. Leadership Theories
--Behavioral Theory
Presented By;
Hanna Grace G. Olvido, R.N.
September 28, 2013
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2. Behavioral Theory
In the behavioural view of leadership, personal traits provide
only foundation for leadership; real leaders are made through
education, training, and life experiences.
Effective Leaders acquire a pattern of learned behaviours.
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3. Kurt Lewins
Behavioral Theory – 1st Theorist
• (September 9, 1890 – February 12, 1947)
• German-American psychologist,
• One of the modern pioneers of social, organizational, and applied
psychology.
• Recognized as the "founder of social psychology" and was one of the
first to study group dynamics and organizational development.
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4. Kurt Lewins
Behavioral Theory – 1st Theorist
LEADERSHIP CLIMATES
1.Autocratic (Paternalistic)
2.Democratic (Participative)
3.Laissez – faire (Permissive)
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5. Kurt Lewins
Behavioral Theory – 1st Theorist
Authoritarian Leadership
Assumes that individuals are motivated by external
forces; therefore, the leader makes all decisions and
directs the followers’ behaviour.
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6. Kurt Lewins
Behavioral Theory – 1st Theorist
Authoritarian Leadership
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7. Kurt Lewins
Behavioral Theory – 1st Theorist
Authoritarian Leadership (Benefits)
•
•
•
•
•
Quick Decision Making
Absolute Control
Focused Targets
Close Supervision
Maintains Order & Discipline
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8. Kurt Lewins
Behavioral Theory – 1st Theorist
Authoritarian Leadership (Downfall)
•
•
•
•
•
•
Excessive Leader Dependence
One way communication
Fearful and devalued Employees
Exploitation of Employees
High Staff Turnover and Absenteeism
Low Employee Morale
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9. Kurt Lewins
Behavioral Theory – 1st Theorist
Authoritarian Leadership
Common Characteristics?
Implications to Nursing Settings?
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10. Kurt Lewins
Behavioral Theory – 1st Theorist
Democratic Leadership
Assumes that individuals are motivated by
internal forces; leader uses participation and
majority rule to get work done.
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11. Kurt Lewins
Behavioral Theory – 1st Theorist
Democratic Leadership
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12. Kurt Lewins
Behavioral Theory – 1st Theorist
Democratic Leadership (Benefits)
•
•
•
•
•
Reduced Communication Gap
All ideas are welcome and considered
Positive working environment
Reduced Employee turnover
Leadership skills are developed
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13. Kurt Lewins
Behavioral Theory – 1st Theorist
Democratic Leadership (Downfall)
• Managers tend to please the subordinates
• Long process for decision making
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14. Kurt Lewins
Behavioral Theory – 1st Theorist
Democratic Leadership
Common Characteristics?
Implications to Nursing Settings?
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15. Kurt Lewins
Behavioral Theory – 1st Theorist
Laissez-faire Leadership
Assumes that individuals are motivated by
internal forces and should be left alone to
complete facilitation.
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16. Kurt Lewins
Behavioral Theory – 1st Theorist
Laissez-faire Leadership
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17. Kurt Lewins
Behavioral Theory – 1st Theorist
Laissez-faire Leadership(Benefits)
• No work for the leader
• Allows the visionary workers the opportunity to do what they
want to do, free from interference.
• Frustration may force others into leadership roles.
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18. Kurt Lewins
Behavioral Theory – 1st Theorist
Laissez-faire Leadership (Downfall)
•
•
•
•
Less Group satisfaction
Less Group productivity & Poorer quality of work
Less personal growth
Jobs fall back on someone else or are not completed
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19. Kurt Lewins
Behavioral Theory – 1st Theorist
Laissez-faire Leadership
How is this significant?
Implications to Nursing Settings?
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20. Jenkins and Henderson
Behavioral Theory – 2nd Theorist
Bureaucrat Leadership
Assumes that individuals are motivated by
external forces; leader trusts neither followers
nor self to make decisions and therefore relies
on organizational policies and rules.
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21. Jenkins and Henderson
Behavioral Theory – 2nd Theorist
Bureaucrat Leadership
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22. Jenkins and Henderson
Behavioral Theory – 2nd Theorist
Bureaucratic Leadership(Benefits)
• Very useful in organizations where employees do routine
tasks
• Ensure safety and accuracy and increase security and
minimize malpractice
• Ensure strict adherence to policies such as financial
handling
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23. Jenkins and Henderson
Behavioral Theory – 2nd Theorist
Bureaucratic Leadership (Downfall)
• Inflexible; work habit forms are hard to break, especially if
they are no longer useful.
• Does not promote creativity, innovation, advancement of
skills and knowledge.
• Cause resentment as the expertise, qualifications, and
advices of followers/team members are not valued in this
approach.
How is this significant?
Implications to Nursing Settings?
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24. Comparison
Autocratic
(Paternalistic)
Democratic
(Paternalistic)
Laissez Faire
(Permissive)
Bureaucratic
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25. Comparison
Autocratic
Democratic
 Concerned with task
accomplishment rather
than relationships.
 Makes decisions alone
 Expects respect and
obedience of staff.
 Lacks group support
generated by
participation.
 Exercises power with
coercion.
 Proves useful (even
necessary) in crisis
situation.
 Is primarily concerned
with human relations
and teamwork.
 Fosters
communication that is
open and usually twoway.
 Creates a spirit of
collaboration and joint
effort that results in
staff satisfaction
Laissez Faire
Bureaucratic
 Tends to have few
 Lack a sense of
established policies;
security and depends
abstains from leading.
on established policies
 Is not generally useful
and rules.
 Exercises power by
in highly structured
organizations. (e.g.,
applying fixed, relatively
health care institutions)
inflexible rules.
 Tends to relate
impersonally to staff
 Avoids decision-making
without standards or
norms for guidance.
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26. Douglas McGregor
Behavioral Theory – 3rd Theorist
•
(1906 – 1 October 1964).
• Management professor at the MIT Sloan School of Management
• President of Antioch College from 1948 to 1954.
• He also taught at the Indian Institute of Management Calcutta.
• His 1960 book The Human Side of Enterprise had a profound
influence on education practices.
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27. Douglas McGregor
Behavioral Theory – 3rd Theorist
Human Side of Enterprise
or
X and Y Theory
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28. Douglas McGregor
Behavioral Theory – 3rd Theorist
X Theory (-)
Assumes that people dislike work and will avoid
it; consequently, workers must be directed,
controlled, coerced, and threatened so that
organizational goals can be met.
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29. Douglas McGregor
Behavioral Theory – 3rd Theorist
Y Theory (+)
It is the manager’s assumption that people do not inherently dislike work
and that work can be a source of satisfaction. Theory Y managers
assume that workers have the self direction and self-control
necessary for meeting theirs objectives and will respond to rewards
for the accomplishment of those goals.
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30. Comparison
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31. Comparison
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32. "If your actions inspire others to dream more, learn
more, do more and become more, you are a
leader."
--- John Quincy Adams ---
Thank you!
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33. --- END ---
Presented By;
Hanna Grace G. Olvido, R.N.
September 28, 2013
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