Modification by Tannenbaum

and Smidth;Vroom and Jago

Behavioral Theories
The conclusions of the Kurt Lewin,and White studies were
modified by further work of Tannenbaum and Smidth.
Leaders may adjust their styles depending on the situation.
The Vroom –Jago model assists the leader in determining
the appropriate participation level of subordinates in the
decision making process.
Ohio State University,University of
Michigan and Blake and Mouton studies
The Ohio State Universities pioneering study , “the
mother of all studies on people task; people production
approach. They identified two major behaviors:
consideration and initiating structure.
Consideration- is a type of behavior that describes the
extent to which a leader is sensitive to subordinates ,
respect their feelings , ideas and establishes mutual trust.
Initiating structure-is a type of leader behavior that
describes the extent to which a leader is task-oriented
and directs subordinates’ work activities toward goal
achievement.
 dOhio State Leader Grid
High Consideration High Consideration
2 2
HIGH Low structure High structure

consideration
Low Consideration Low Consideration
1 1

LOW Low Structure High Structure

LOW HIGH

Initiating Structure
The degree to which leaders are concerned
with:
Organizational structure
Definition of the job to be done
Pressure to work output
Definition of communication channels, and
Evaluation of group output
Employee (people) 0rientation- is a style of
management that emphasizes motivation, social
cohesion, and a concern for employees.
Michigan Studies
The Michigan University studies compared the
behavior of effective and ineffective
supervisors.Conclusion of the study:
Employee- centered leaders established high
performance goals and displayed supportive behavior
toward subordinates.
The less effective leaders,the job-centered
leaders,tended to be less concerned with goal
achievement.
Leadership style
1.Autocratic style of leadership
A directive style of leadership with power centered in
one or a few individuals
Autocratic leaders typically focus on tasks
Centralized personal power
Low concern for people
Autocratic style manager seem to have less success with
employees
The Managerial\Leadership Grid: Blake and
Mouton
The Managerial Grid is an organizational development
model created by Robert Blake and Jane Mouton that
is based on a matrix of values between 1 and 9for two
primary variables explaining a manager’s orientation:
concern for task (initiating structure) and concern for
people (consideration).
The two dimensions is Blake and Mouton’s Grid are
similar to those in the Ohio State model. The
horizontal dimension, concern for production,
2. Supportiveleadership
 Encourages employees through
motivation techniques and acceptance.
 Resulted in more cohesive work
groups, more productive organization,
and fewer problems associated with
turnover, absenteeism, and grievances.
3. Democratic leadership
 Involves employees in decisions through group
efforts and team- building techniques
though not supportive style as later research found
out, led to dramatic results noted above.
Conclusions: there is no “one best” leadership style in
all places and in all circumstances and at all times.
The Managerial\Leadership Grid: Blake and
Mouton
The Managerial Grid is an organizational
development model created by Robert Blake and
Jane Mouton is based on a matrix of values between
1 and 9 for two primary variables explaining a
manager’s orientation: concern for tasks(initiating
structure) and concern foe people(consideration).
The two dimensions in Blake and Mouton’s Grid are
similar to those Ohio State model. The horizontal
dimension , concern for production , reflects a
manager’s focus on operational task results. The
vertical dimension, a concern for people, indicates a
manager’s perception that interpersonal relationships
are important.
Blake and Mouton plotted 5 major
leaderships styles:
Style of Leader Effectiveness

1 ,1 Little concern for The impoverished Worst leadership

either production or Laissez-faire mgt. No mgt. Philosophy
people

1 ,9 Lowest concern for The country-club mgt. People-oriented style

production, highest for
people

9 ,1 Highest concern The autocrat type Production oriented

for production, lowest style Efficiency focused
for people
5 ,5 Comfortable The middle-of the Maintain present
concern for both road type balance style
production and
people

9 ,9 Highest concern Team management Peak of leadership

for both production styles; most effective
and peoples. style.
Likert’s System 4 Management
Developed by Rensis Likert, it is a description of four
approaches to leadership taken by managers,
ranging from autocratic to participative.
Each leadership style or system is defined by at
least seven operating characteristics, which
includes:
1. Character of motivational forces.
2. Character of communication process.
3. Character of interaction-influence process.
4. Character of decision-making process.
5. Character of goals setting or ordering.
6. Character of control processes.
7. Performance characteristics.
System 1: Exploitive-Authoritative
Leadership Style
4. Analogous to the autocratic.
5. Analogous to Blake and Mouton’s production-
oriented style or 9, 1; high task and high structure-
low consideration styles.
6.Fear is use as motive
7.Communication is mostly downward.
8.Little action is experienced.
9.Decisions are made and orders are issued solely by
the leader.
10.Productivity under this system is mediocre.
11 .Managers in System 1 are autocratic , relying on
traditional structures of authority for decision making.
12. Formal authority and rigid chain-of-command
processes underscore human relations , with little or
no interaction between hierarchical levels.
System 2:Benevolent –Autocratic
Leadership Style
Economic rewards are used more than fear or
motivational forces.
Communication is only slightly better.
Productivity is fair to good.
Managers in System 2 are benevolent but still at the
autocratic end of the leadership continuum.
Decision making is structured along hierarchical
lines, but a mellowing of relationship allows for
productive interaction between levels.
System 3: Consultative

A giant step toward what Likert considers to be the

ideal leadership style.
Productivity is good.
Control is still primarily at the top but is shared with
middle and lower managers.
Goals are set after discussion with subordinates.
Operating decisions are made at lower – levels in
the 0rganization.
System 4: Participative Leadership style
Considered by Likert and his colleagues as the
optimal approach to leading all people in our
dynamic and educated society.
Extensive interaction with a high degree of mutual
trust and respect.
Management controls are widely self- monitored.
Productivity is excellent under this
system of leadership.
Consensus among group is crucial.
Subordinates are part of the decision
– making and problem – solving
processes.
Hersey and Blanchard’s Life Cycle Approach
DELEGATING
- Low Relationship and Low Task
PARTICIPATING
-High Relationship and Low Task
SELLING
-High Relationship and High Task
TELLING
-Low Relationship and High Task
Contingency Approach to Leadership
-is an approach to leadership that suggests the most
effective management behavior depends on adaptation
to circumstances in a variety of situations.
3 contingency dimensions that defined the key
situational factors for determining leader
effectiveness
1.Leader-Member Relations
-The degree of confidence, trust and respect subordinates
have for their leader; rated as good or poor.
2.Task Structure
-The degree to which the job assignments were formalized
and procedurized ; rated as either high nor low.
3. Position Power
- The degree of influence a leader had over power-based
activities such as hiring , firing, discipline,
promotions, and salary increases; rated as either
strong or weak.
3 Forces of Leadership Style
1.Forces in the leader
2.Forces in the subordinates
3.Forces in the situation
The Path –Goal Theory of Leadership
Developed by Robert House, the path –goal theory is
a contingency model of leadership that extracts key
elements from the expectancy theory of motivation.
4 Leadership Behaviors by Robert J. House
and Terrence R. Mitchell
1.Directive leadership
 the leaders lets the subordinates know what’s
expected of them, schedules work to be done, and
gives specific guidance as to how to accomplish
tasks.
Directive leadership behavior reflects authority, rules
,policies, and a formal organization.
2.Supportive leadership
 This styles considers subordinate needs and
supports a friendly climate at work.
When work is tedious or boring, supportive leaders
ease frustrations and make tasks more tolerable,
thereby influencing more productive performance.
3.Participatative leadership
Participative leader consults with subordinates and
uses their suggestions before making a decision.
This leadership behavior emphasizes a consensus
environment of team-building relationships.
Results are similar to those of directive leadership.
4. Achievement-oriented leadership
This style of leadership sets challenging goals,
encourages innovation and confidence in
subordinates, and expects subordinates to perform
at their highest level.
The Vroom-Yetton Theory: The leader
Participation Model
- is a theory of leadership that suggests conditions
that influence subordinates to participate in various
ways in decision making.
Victor Vroom – known for his work in expectancy
theory of motivation, teamed up with Philip Yetton to
provide an alternative view for contingency
leadership.
Table Possible leadership styles in the
Vroom-Yetton leader participation
model .
Autocratic I (AI) You , the leader solve the problem or
Yourself using make decision based on the
information available to you at that
time.
Autocratic II (AII): You obtain the necessary information
from subordinates and then decide
on the problem yourself .
Consultative I (CI): You share the problem with relevant
subordinates individually , getting their
ideas and suggestions without
bringing them together as a group.
Consultative II (CII): You share the problem with your
subordinates as a group, collectively
obtaining their ideas and suggestions.
Group II (GII): You share the problem with your
subordisantes as a group. Together
you generates and evaluate
alternatives and attempt to reach an
agreement (consensus) on a solution.
Attribution Theory of leadership
 Deals with trying to make sure out of cause-effect
relationship. When an event happens, people want
to attribute it to a certain cause.
 Says that leadership is merely an attribution that
people make about other individuals.
Charismatic Leadership theory
- Is an extension of attribution theory. It says that
followers make attributions of heroic or extraordinary
leadership abilities when they observe certain
behaviors.
 Robert House( of path-goal theory fame ) has
identified three personal characteristics of the
charismatic leader
 extremely high confidence
 dominance
 strong convections in his or her beliefs.
The most comprehensive analysis, however, was
completed by Jay Conger and Rabindra Kanungo at
McGill University and found that:
 charismatic leaders have an idealize goal they want
to achieve
 as strong personal commitment to that goal
 Charismatic leaders are perceived as
unconventional
 Assertive and self-confident
 Perceived as agents of radical change rather than
managers of the status quo.
Key characteristics of charismatic Leader
1. Self-confidence – charismatic's leaders have
complete confidence in their judgment and ability.
2. Vision – they have an idealize goal that proposes a
future better than the status quo.
3. Ability to articulate the vision – they are able to
clarify and state the vision in terms that are
understandable to others.
4. Strong convictions about the Vision – charismatic
leaders are perceived as being strongly committed
and willing to take on high personal risk, incur high
costs, and engage in self-sacrifice to achieve their
vision
5. Behavior that is out of the ordinary – they engage in
behavior that is perceived as being novel,
unconventional and counter to norms.
6. Appearance as change agent – are perceived as
agents of radical change rather that as care takers of
status quo.
7. Environmental constraints and resources needed to
bring about change.
Franklin D. Roosevelt – offered the vision to lead
country out of depressions.
Martin Luther King Jr. – was unyielding inn his
desire to bring about social equality through peaceful
means.
Steve Jobs – achieve unwavering loyalty and
commitment from the technical staff he over saw to
Apple Computer during the late 1970s and early
1980s.
Responsibilities that all team leaders have
to assume:
 coaching
 facilitating
 handling disciplinary problems
 reviewing team and individual performance
 training
 communication
Two priorities on team leader’s jobs:
A. managing the team’s external boundary
B. facilitating the team process
Leadership roles of the team leader
1. Liaisons with external constituencies – upper
management, other internal teams, suppliers etc.
2. Troubleshooters – when the teams has problems
and ask for assistance, teams leader sit in on
meetings and try to help resolve the problems.
3. Conflict managers – when disagreements arise,
team leaders help process the conflict.
4. Coaching – they clarify expectations and roles, teach,
offers support, cheer lead, and do whatever is
necessary to help team members keep their work
performance at high level.
James MacGregor Burns – america’s outstanding
political scientist and socual philosopher, made
study of leadership in his Pulitzer Prize and national
Book award winning book entitled Leadership.
Leadership – is relationship, where by leaders induce
followers to act for certain goals that represent the
values and the motivation-the wants and needs, the
aspirations and expectations- of both leaders and
followers.
Kinds of leadership
1. Transactional leadership – occurs when one
person takes the initiative in making contact with
others for purpose of an exchange of valued
things.
2. Enlightened transactional Leaders – those who
guide or motivate their followers and the establish
goals by clarifying role and tasks requirements.
3. Transformational leaders – leader with the visions,
translate it into an action and outcomes, and
sustains it.
4. Transcending leadership – a variant of transforming
leadership, is a dynamic leadership I the sense that
the leader throw themselves into a relationship with
followers who will feel “elevated” by it and often
become more active themselves.
5. Reform leadership – one that seeks change trough
gradual means.
6. Revolutionary leadership – one who seeks
complete, pervasive, profound, and radical
transformation of the entire social, economic or
political system.
The end..