The document discusses three major theories of leadership behavior: the Ohio State studies, University of Michigan studies, and the Managerial Grid model. The Ohio State and Michigan studies identified two dimensions of leadership behavior: task-oriented and relationship-oriented. Relationship-oriented behaviors focus on trust, participation, and support, while task-oriented behaviors emphasize goal-setting and direction. The Managerial Grid identifies five leadership styles based on concern for production and people, ranging from indifferent to team leadership. Team leadership, with high concern for both tasks and relationships, is considered the most effective style.

1. Leadership Behaviors And Attitudes
• According to behavioral theories:
• Behaviors rather than traits differentiate leaders from non-
leaders (Leaders are made not born).
• There are three theories of Behavior:
1. Ohio State Studies
2. University of Michigan Studies
3. The Managerial Grid

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

3. 1. Ohio State University Study
• This theory presents two categories of leader behavior.
I.Initiating Structure: refers to the extent to which a leader is likely to
define and structure his or her role and those of employees in the
search for goal attainment.
1 Specifies tasks and procedures
2 Who does what and how.
II.Consideration: refers to the extent to which a person is likely to
have job relationships that are characterized by mutual trust, respect
for employees’ ideas, and regard for their feelings

4. 1. Ohio State University Study
• 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.
1 Creates an environment
2 Provides support, warmth, friendship and trust
• Research showed that leaders who are high in both dimensions tend
to achieve high employee performance and satisfaction more
frequently than those rated low on either or both dimensions (high
concern for task and high concern for people).

5. 2. University of Michigan
• Studies undertaken about the same time as the Ohio State studies
i.e. in 1940.
• This also identified two dimensions of leadership behavior:
• Leaders characterized as
I.Production centered or
II.Employee centered

6. 2. University of Michigan
I. Production centered: emphasis on the technical aspects of task
• Leaders do the following
• Tight work standards
• Well organized tasks
• Prescribed work methods
II. Employee centered: emphasis on interpersonal relationships
• Leader do the following
• Encourages subordinate participation
• Employee participates in goal setting activities
• Research showed leaders who were employee-oriented were
associated with higher work productivity and job satisfaction.
• Leaders who were production-oriented tended to be associated
with low group productivity and lower job satisfaction.

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

8. Task related activities and attitudes
1. Adaptability
• Sizes up people, situations and tactics
1. Direction Setting
• Northbound train
1. Set high performance standards
• Pygmalion effect
1. Risk taking/action oriented
2. Provides hands on guidance
3. Provides frequent feedback
• Takes corrective action
• Reinforces favorable activities

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

10. Relationship Oriented actions
1. Alignment
• Everyone pulling in the same direction and persuing a common vision
1. 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
1. Concert building
• The goal is to produce a system that is self evaluation, self correction, self
renewing, ongoing.
1. Inspiration
2. Satisfaction of the needs of members

11. Relationship Oriented actions (cont’d)
6. Making work meaningful
7. Emotional support and encouragement
8. Promotion of principles and values

12. 3. The Managerial Grid:
• The managerial grid model (1964) is a style leadership model
developed by Robert R. Blake and Jane Mouton. This model originally
identified five different leadership styles based on the concern for
people and the concern for production.

13. The Indifferent or Impoverished (1,1)
• Leaders have minimal concern for people and production
• the indifferent leaders are ineffective and are sorely lacking in any of
the traits that can be attributed to successful and effective leaders.
• Impact on employees:
• Employees have a high degree of dissatisfaction
• No harmony within the group
• High turn over
• Impact on organization:
• Inefficient operation

14. The Country Club or Accommodating
(1, 9)
• These leaders will go above and beyond to ensure that the needs and
desires of his employees are met.
• The productivity of the group however, can suffer from the lack of
attention on tasks.
• Impact on employees:
• Employees are Happy
• Good team harmony
• Impact on organization:
• Low productivity

15. The Status Quo or Middle-of-the-Road
(5, 5)
• These leaders balance out the needs of their staff with those of the
organization, while not adequately achieving either.
They dedicate minimal efforts towards facilitating the achievements
of their staff or the production results in average or below average
levels.
• Impact on employees:
• Employees are not really discontent nor are they happy
• Good harmony within the group
• Impact on organization:
• Average performance

16. The Dictatorial or Produce, Perish or
Control (9, 1) Similar to autocratic leader
• These leaders focus all of their attention to production-related
matters and very little towards the needs of their employees.
Productivity is usually short lived as high employee attrition is
unavoidable.
• Impact on employees:
• Employees experience a high level of dissatisfaction
• High level of conflict within the group
• Impact on organization:
• High employee turnover
• Peak performance is short lived

17. The Sound or Team (9, 9)
• According to Dr. Robert R. Blake and Dr. Jane Srygley Mouton, the sound
leader is the most effective leadership style.
• These leaders will contribute and are committed, can motivate and are
motivated while holding the belief that trust, respect, commitment and
employee empowerment are essential for fostering a team environment
where team members are motivated, thus resulting in maximum employee
satisfaction as well as the most efficient productivity.
• Impact on employees:
• Employees are forming a highly cohesive team
• Employees are satisfied
• Employees are motivated and work as a team
• Impact on organization:
• Low employee turnover
• Attracts highly skills employees
• Efficient organization