1. GROUP 3
i. Nur Nasaida Bt Md Nasir
ii. Norfaizatulakma Bt Zainal Abidin
iii. Rabiatun Adawiah Bt Norman
iv. Nurnadzirah Binti Mohamad Saifuddin
v. Norhashimah Binti A Rahim
vi. Syazarul Asyikin Binti Rostam
5. BEHAVIORAL THEORIES
• Theories proposing that specific behaviors
differentiate leaders from non leaders
Behavioral theories
of leadership – train
people to be leader
Trait theory –
selecting the right
people for
leadership
6. OHIO STATE STUDIES
Identify independent dimensions of leader behavior
• extent to which a leader is likely to
define and structure his/her role and
those of employees in the search for
goal attainment.
Initiating
structure
• Extent to which a person’s job
relationship are characterized by :
• mutual trust
• Respect for employees’ ideas
• Regard for their feeling
Consideration
7. UNIVERSITY OF MICHIGAN STUDIES
• To locate behavioral characteristics of leaders that appeared
related to performance effectiveness
• emphasize interpersonal
relations, takes a personel interest
in the needs of employees, and
accepts individual differences
among members
Employee-
oriented
leader
• emphasized technical/task aspects
of the job, focusing on
accomplishing the group’s task
Production-
oriented
leader
9. CONTEMPORARY THEORIES
• Charismatic Leadership
Followers make attributions of heroic or extraordinary leadership abilities
when they are observe certain behaviors.
Editor's Notes
Full Range of Leadership Model (See Exhibit 12-5) shows the categories of leadership. First is Laissez-Faire and it is the most passive and least effective type. Management by exception is slightly better. Contingent reward leadership can be effectiveIn the remaining four correspond to transformational leadership. One, Individualized consideration. Two, Intellectual stimulation. Three, inspirational motivation. And, four, Idealized influence