MG4031 week 9 lecture 2

Behavioral Theories of Leadership

• Ohio State University Studies identified two key dimensions of leadership behavior.
• Initiating Structure: The extent to which a leader defines and structures their role and followers' roles to achieve organizational goals. Focuses on planning, organization, control, and coordination.
• Considerate Style: The degree to which a leader establishes trust, mutual respect, and rapport with followers, focusing on facilitating goal achievement rather than formal hierarchy.
• These styles are independent and can produce four types of leadership behavior:
  • Low on both initiating structure and considerate style.
  • Low on initiating structure, high on considerate style.
  • High on initiating structure, low on considerate style.
  • High on both initiating structure and considerate style.

University of Michigan Studies

• Examined the relationship between leadership behavior and performance effectiveness.
• Classified leadership into two styles:
  • Employee-Oriented: Emphasizes interpersonal relationships in the workplace.
  • Production-Oriented: Focuses on technical/task aspects of work.
• Employee-oriented leaders tend to achieve higher productivity and job satisfaction, but both aspects are crucial for business success.

Managerial Grid (Blake and Mouton)

• A model depicting leadership styles based on concern for people and concern for production.
• Different leadership styles are plotted on a grid with a concern for people axis and a concern for production axis.
• Examines combinations of concern for people and concern for production.
• Country Club Management (High concern for people, low concern for production).
• Team Management (High concern for both people and production).
• Middle-of-the-Road Management (Moderate concern for both people and production).
• Impoverished Management (Low concern for both people and production).
• Produce or Perish Management (Low concern for people, high concern for production).
• Team Management (9,9) is considered the ideal style, balancing both.

Task Management

• Focuses almost entirely on production.
• Employees are viewed as commodities.

Country Club Management

• Prioritizes good relationships and avoids conflict.
• Production occurs due to a lack of conflict and good relationships, emphasizing people.

Impoverished Management

• Has little concern or interest for either people or production.

Dampered Pendulum Management

• Strives for production but isn't fully committed.
• Demonstrates some concern for people, but has a fair and firm attitude.

Team Management

• High concern for both people and production.
• Integration of tasks and human needs results in production.

Contingency Theories

• Leadership success depends not only on traits and behaviors but also situational variables like context.
• Emphasizes that the best leadership style depends on the specific situation.

Fiedler's Theory

• Identifies two main leadership styles:
  • Relationship-Motivated (focus on good relationships with people).
  • Task-Motivated (emphasis on proceduralization and task completion).
• Leaders are either good at relationship building or task completion.
  • The best style depends on the situation.

House's Path-Goal Theory

• Effective leaders help followers identify goals and achieve them.
• Leaders can adapt their styles (four styles) based on the situation.

Charismatic Theories

• Examines charismatic leaders, focusing on unique behaviors like self-confidence, motivation, and strong moral convictions.

Transactional and Transformational Leadership

• Two major types of leaders:
  • Transactional: Focuses on rewards and manages via exceptions or laissez faire.
  • Transformational: Leads through inspiration, intellectual stimulation, and individual consideration.