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 ▪1945, by the Bureau of Business research at
Leadership Ohio State University
Behavioral ▪Interdisciplinary team of researchers:
Psychologists, sociologists, economists
Theory: ▪Made use of a "Leader behavior Description
Questionnaire (LBDQ)"
▪Target groups: civil, military, business,
Ohio State education
Studies ▪Assumption of the study : Nonexistent
definition of "Leadership"
(1945) ▪Two dimensions emerged as hallmarks of
leadership function
(a) "consideration" (welfare)
by ▪(b) "initiating structure" (task orientation)
▪High consistency in all the studies
▪A criticism is that the questionnaire
Stogdill & examines and measures leadership behavior,
associates instead of the questionnaire respondents'
perception towards leadership
Ralph M. Stogdill, Omar S. Goode & David R. Day (1962) New Leader Behavior Description Subscales, The Journal of Psychology, 54:2, 259-269,
 Leadership Behavioral Theory:
Ohio State Studies

Initiating Structure – leader behavior aimed at

defining and organizing work relationships and roles;
establishing clear patterns of organization,
communication, and ways of getting things done

Consideration – leader behavior aimed at nurturing

friendly, warm working relationships, as well as
encouraging mutual trust and interpersonal respect
within the work unit
Stogdill, R. M., & Coons, A. E. (Eds.). (1957). Leader behavior: Its description
and measurement. Ohio State Univer., Bureau of Business Research.
Leadership
▪ Survey Research Centre, Michigan
Behavioral University, under Rensis Likert,
conducted a study to determine the
Theory: principles and methods of leadership
that led to productivity and job
satisfaction.
Michigan ▪ Two types of leadership
Studies behaviors were identified:
(1950s)
• employee orientation
• production orientation
by R. Likert
Leadership Behavioral Theory:
Michigan Studies
Production-Oriented Employee-Oriented
Leader Leader
Relationship-focused
Constant leader influence
environment
Direct or close Less direct/close
supervision supervision
Many written or unwritten Fewer written or unwritten
rules and regulations rules and regulations
Focus on getting work Focus on employees’
done concerns and needs
The
manangerial ▪Robert Blake and Jane Mouton
Grid Model Developed the Leadership Grid, focusing on
production/relationship orientations
(1964) uncovered in the Ohio State and Michigan
University studies.
▪Created a grid based on Leaders' concern
by for people (relationships)
R. Blake & and production (tasks).
J. Mouton
 Leadership Grid Definitions
Leadership Grid – an approach to understanding a leader’s or
manager’s concern for results (production) and concern for people

Organization Man High

Manager (5,5) –
a leader who Concern
for 5,5
balances People
production with
employee morale, Low

middle of the road Low High

Concern for Production
Source: The Leadership Grid ® figure. Paternalism Figure and Opportunism from Leadership Dilemmas—Grid Solutions. by Robert R. Blake and Anne Adams McCanse (Formerly the Managerial Grid by
Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company (Grid Figure: p. 29; Paternalism Figure: p. 30; Opportunism Figure: p. 31.) Copyright 1991 by Blake and Mouton, and Scientific
Methods, Inc. Reproduced by permission of the owners.
 Leadership Grid Definitions
Country Club Manager
(1,9) – a leader who High 1,9
creates a happy,
Concern
comfortable work for
environment People

Authority Compliance 9,1

Low
Manager (9,1) – a leader Low High

who emphasizes efficient Concern for Production

production
Source: The Leadership Grid ® figure. Paternalism Figure and Opportunism from Leadership Dilemmas—Grid Solutions. by Robert R. Blake and Anne Adams McCanse (Formerly the Managerial Grid by Robert
R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company (Grid Figure: p. 29; Paternalism Figure: p. 30; Opportunism Figure: p. 31.) Copyright 1991 by Blake and Mouton, and Scientific Methods, Inc.
Reproduced by permission of the owners.
 Leadership Grid Definitions
Team Manager (9,9) – a
leader who builds a
High 9,9
highly productive team
of committed people Concern
for
People
Impoverished Manager
(1,1) – A leader who Low 1,1
Low High
exerts just enough Concern for Production

effort to get by
Source: The Leadership Grid ® figure. Paternalism Figure and Opportunism fromLeadership Dilemmas—Grid Solutions. by Robert R. Blake and Anne Adams McCanse (Formerly the Managerial Grid by
Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company (Grid Figure: p. 29; Paternalism Figure: p. 30; Opportunism Figure: p. 31.) Copyright 1991 by Blake and Mouton, and Scientific
Methods, Inc. Reproduced by permission of the owners.
 Leadership Grid Definitions

High 1,9
Paternalistic
“father knows best” Concern
Manager (9+9) – a leader for 9+9
who promises reward and People
threatens punishment
Low 9,1
Low High
Concern for Production

Source: The Leadership Grid ® figure. Paternalism Figure and Opportunism from Leadership Dilemmas—Grid Solutions. by Robert R. Blake and Anne Adams McCanse (Formerly the Managerial Grid by
Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company (Grid Figure: p. 29; Paternalism Figure: p. 30; Opportunism Figure: p. 31.) Copyright 1991 by Blake and Mouton, and Scientific
Methods, Inc. Reproduced by permission of the owners.
 Leadership Grid Definitions
Opportunistic Management

Opportunistic “what’s in
it for me” Manager
(Opp) – a leader whose High 1,9 9,9
style aims to maximize 1,9
self-benefit 9+9
Concern
for 5,5 9,1
People

Low 1,1 9,1

Low High
Concern for Production
Source: The Leadership Grid ® figure. Paternalism Figure and Opportunism fromLeadership Dilemmas—Grid Solutions. by Robert R. Blake and Anne Adams McCanse (Formerly the Managerial Grid by
Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company (Grid Figure: p. 29; Paternalism Figure: p. 30; Opportunism Figure: p. 31.) Copyright 1991 by Blake and Mouton, and Scientific
Methods, Inc. Reproduced by permission of the owners.
Leadership Theories:
Contingency Theories
 2. Path-Goal Theory of Leadership

Leader behavior styles Follower

Follower path
• Directive goals
perceptions
• Supportive • Satisfaction
Effort-Performance-
• Participative • Rewards
Reward linkages
• Achievement-oriented • Benefits

Follower Workplace
Characteristics characteristics
• Ability level • Task structure
• Authoritarianism • Work group
• Locus of control • Authority system

Copyright ©2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible w eb site, in w hole or in part.
3. Vroom-Yetton-Jago Normative Decision Model

Delegate Decide
Use the decision
method most
appropriate for a
given decision
situation
Facilitate Consult
Individually

Consult Group
Hersey-
Blanchard
Situational
Leadership
Model
4. Hersey-Blanchard Situational Leadership Model
Leader Behavior
(high) S3 S2
Share ideas Explain
& facilitate decisions
In decision and provide
making opportunity
(Supportive High-Rel High Task for
Behavior) Low Task High-Rel clarification

Relationship Low-Rel
S4 S1 High Task
Low Task Low-Rel
Behavior Turn over Provide
responsibility specific
for decisions instructions &
& implementation closely supervise
performance
(low)
(low) Task Behavior (high)
(Directive Behavior)
 Developments in
Leadership Theories
Leader - Member Exchange (LMX)
In-Groups
Members similar to leader
Given greater responsibilities, Given less attention; fewer
rewards, attention
Within leader’s inner circle of
communication
High job satisfaction and
organizational commitment,
low turnover
Out-Groups
Managed by formal rules and
policies
rewards
Outside the leader’s
communication circle
More likely to retaliate against the
organization
Transformational
Leadership

James MacGregor Burns (1978)

(transforming)

Bernard M. Bass (1985)

(transformational)

Johnson & Hackman...

1. Creative
2. Interactive
3. Visionary
4. Empowering
5. Passionate
 Transformational Leadership
----North House (4 I's)

Individualized
Idealized influence
consideration

Transformational
Leadership

Inspirational Intellectual
motivation stimulation
Transformational Leadership
As a transactional
leader,
I use formal rewards
and punishments.

As a transformational
leader, I inspire and excite
followers to high levels
of performance.
 Charismatic Leadership
Charismatic Leadership – a leader’s use of personal abilities
and talents in order to have profound and extraordinary
effects on followers

Charisma – means gift in Greek

 Charm, magnetic, can be learnt
 Potential for high achievement and
performance
 Potential for destructive and harmful courses of action
 Authentic
Leadership

Authentic Leadership – a
style of leadership that
includes transformational,
charismatic, or transactional
approaches as the situation
demands.

Leaders have a conscious and

well-developed sense of
values
 ❖ Emotional Intelligence
Emerging
Issues in ❖ Servant Leadership
Leadership
❖ Women Leaders
 Emotional Intelligence

Ability to recognize
and manage Comprised of
emotion in oneself competencies
and others  Self-awareness
Affects how leaders  Empathy
make decisions
 Adaptability
 Self-confidence
 Trust
Gender
 Servant Leadership
The phrase “servant leadership” was coined by Robert K. Greenleaf
in 1970s.

Employees Customers
Community

Leaders lead by serving others

Abusive
Supervision
Negative behaviors
include:
Sexual harassment
Physical violence
Angry outbursts
Public ridicule
Taking credit for
employees’
successes
Scapegoating
employees
Cultural Differences in Leadership
Leadership viewed differently across cultures

Essential for
leaders to
understand other
cultures

Leaders need to alter approaches when

crossing national boundaries Photos courtesy of Clips Online, © 2008 Microsoft Corporation