The document summarizes two influential mid-20th century leadership studies: the Ohio State Leadership Studies from 1945 and the University of Michigan Leadership Studies from the 1950s. The Ohio State studies identified two characteristics of effective leaders: initiating structure behavior, where the leader defines roles and communicates tasks, and consideration behavior, where the leader shows trust, respect, and support for employees. Similarly, the University of Michigan studies found two leadership styles: employee-centered leaders who focus on employee satisfaction and job-centered leaders who focus primarily on tasks and accomplishing goals.
The document summarizes two influential mid-20th century leadership studies: the Ohio State Leadership Studies from 1945 and the University of Michigan Leadership Studies from the 1950s. The Ohio State studies identified two characteristics of effective leaders: initiating structure behavior, where the leader defines roles and communicates tasks, and consideration behavior, where the leader shows trust, respect, and support for employees. Similarly, the University of Michigan studies found two leadership styles: employee-centered leaders who focus on employee satisfaction and job-centered leaders who focus primarily on tasks and accomplishing goals.
The document summarizes two influential mid-20th century leadership studies: the Ohio State Leadership Studies from 1945 and the University of Michigan Leadership Studies from the 1950s. The Ohio State studies identified two characteristics of effective leaders: initiating structure behavior, where the leader defines roles and communicates tasks, and consideration behavior, where the leader shows trust, respect, and support for employees. Similarly, the University of Michigan studies found two leadership styles: employee-centered leaders who focus on employee satisfaction and job-centered leaders who focus primarily on tasks and accomplishing goals.
PRESENTED BY: PRATHIBA K B USN:4BZ19MBA11 BEHAVIORAL THEORIES • The failures of early trait studies led researchers in the late 1940s through the 1960s to wonder whether there was something unique in the way effective leaders behave.
• Behavioral theories of leadership implied we could train people to
be leaders.
• Many behavioral scientists have attempted to identify appropriate
behavioral patterns of leadership styles.
• The two most common behavioral leadership theories are namely
Michigan Leadership Studies, and Ohio State Leadership Studies. OHIO STATE STUDIES • A series of studies on leadership was done by Ohio State University in 1945.
• Aimed at identifying specific behaviors that a effective leader
executed.
• A survey was conducted with the Leadership Behavior
• Description Questionnaire (LBDQ), on leaders to identify what
types of behaviors were most effective in leading.
• The questionnaire results highlighted 2 main characteristics.
INITIATING STRUCTURE BEHAVIOR • 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.
• Establishing formal lines of communication, and determine
how tasks will be performed.
• Specifying the task to be performed by each member of his
group, sets down deadlines, gives directions and puts pressure on them for its fulfillment. CONSIDERATION • Extent to which a person’s job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings.
• A leader high in consideration helps employees with personal
problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support. UNIVERSITY OF MICHIGAN STUDIES • The Michigan Leadership Studies started in the 1950’s
• Aimed at identifying the principles and types of leadership styles
that led to greater productivity and enhanced job satisfaction among workers.
• The studies identified two sets of leadership styles.
EMPLOYEE CENTERED LEADER • Behavior of leaders who approach subordinates with strong human relations emphasis.
• Employee-centered leader behavior are interested in
developing a cohesive workgroup and ensuring that employees are satisfied with their jobs.
• Similar to consideration. JOB CENTERED LEADER • Job-centered leader behavior pay close attention to subordinates’ work, explain work procedures and are keenly interested in performance.
• Here employees are termed as a tool to accomplish the job.
• Focus is on task-oriented activities and accomplishing the
group’s tasks.
• Similar to initiating structure.
• It is also termed as task oriented, production oriented