leadership behavior styles

1.
Leadership Behavior Description
Questionnaire
The question was what type of behavior do leaders display? and what kind of effect does it have
on work- group performance and satisfaction.
researchers developed From the factor analysis came two dimensions that characterized the
behavior of leaders in the numerous groups and situations investigated: initiating structure and
consideration.

LBDQ_1962_Self_Assessment.pdf 85 kB

From the factor analysis came two dimensions that characterized the behavior of leaders in the
numerous groups and situations investigated: initiating structure and consideration.

a. Initiating Structure / task oriented leaders

Initiating Structure is the extent to which a leader defines leader and group member roles,
initiates actions, organizes group activities and defines how tasks are to be accomplished by the
group. This leadership style is task-oriented.
b. considerate structure/ relationship oriented leader
consideration is the extent to which a leader exhibits concern for the welfare of the members of
the group. this factor is oriented towards interpersonal relationships, mutual trust and friendship.
This leadership style is people-oriented.considerate leaders had a more positive impact on
employee satisfaction than did structuring leaders.
Researchers have hypothesized that group performance would be maximized when a manager
exhibits a leadership style that is high in both consideration and initiating structure.
high structure low consideration Autocratic
A leader primarily defines the task, explains to the group each person’s responsibility,
and states when tasks should be done. One-way communication characterizes the
leader’s behavior.The low relationship behavior is simply respect and warmth toward
another and positive reinforcement after a goal is completed. No group decision making
is included in this style.

High structure/high consideration democratic

A leader balances concern for the intricacies of getting a task accomplished with a
concern for the beliefs, desires, and needs of the group. The leader might define a goal,
designate what needs to be done and who has specific responsibilities, and invite
questions or reactions. The leader’s original plan might be altered given the followers’
reactions. In this style of leadership, the leader is still in.

High consideration/low structure - transformational

In this style, the leader’s primary concern is not the task and its various intricacies.
Rather, concern for the process, for getting the group to work together effectively to
accomplish the task. The leader still has some control over how the group accomplishes
the task. In this style, for example, a leader might define the problem and ask the group
members to make further decisions about how they will work together to accomplish
the task.

Low structure and low consideration laisses fair

In this style, the leader maintains a low profile permitting followers to function within
previously defined limits. At times, the leader may be available for consultation, to give
direction, or for positive reinforcement. Such interaction is not planned on a regular
basis but rather occurs as the need arises. This leader behavior style is delegation
because control is shifted from the leader to the followers.
2.
Production centered and employee
centered behavior
At about the same time that the Ohio State studies were underway, researchers at the
University of Michigan also began to investigate leader behaviors.
The two types of leader behavior that stand out in these studies are job centered and
organizational member centered.
Job-centered behaviors are devoted to supervisory functions, such as planning,
scheduling, coordinating work
activities, and providing the resources needed for task performance.
Employee-centered behaviors include consideration and support for organizational
members.
Subsequent research, however, concluded that leaders with the best production records were both
production – centered and employee – centered.

continuum theory of leadership

Some are autocratic and prefer to tell their teams exactly what to do. Others use a much
more participative style. Still others may use a style somewhere between these two
extremes. One popular approach to leadership, the "contingency" approach, argues that
your choice should be based on the situation, and not on your personal preferences.
According to the model, on one hand, leaders tell employees directly what to do
without discussion, and on the other hand, leaders give their team complete freedom. In
the last case, where the manager gives total freedom to its employees, it is expected
that the chance is high that the employees develop the business because of the
stimulation of their creativity.
it shows the relationship between the authority of a manager and the freedom of its
team
there are 7 points to consider

telling - the leader simply tells their people what to do.This mode is most commonly
found in the military. In theory, if a leader is capable of endlessly exercising good
judgement, this mode could be profitable for an organisation in the short term, but it
rarely proves popular with employees who relish the chance to exercise their own
judgement and autonomy.
selling - it requires the leader to sell their concepts to their employees, or at least their
top managers. It requires powers of persuasion and charisma in addition to raw
authority
Tannenbaum and Schmidt assert that a wide range of factors determines whether super
ordinate– centered leadership, subordinate – centered leadership, or something in
between is best.
these factors fall into four broad categories:

 Forces in the leader,

 Forces in the group,

 Forces in the situation, and

 Long – run objectives and strategy.

Managerial Grid Styles

When you recruit a new team member, what's your priority? Is it to focus on tasks by
explaining the first year's objectives to them? Or, do you spend time understanding their
strengths and interests so you can give them tasks that they'll enjoy?
They define two dimensions of leader orientation as concern for production and
concern for people. These dimensions are similar to the task-oriented and employee-
oriented concepts depicted earlier in this unit.
The Grid portrays five key leadership styles.
Concern for production is related on a 1 to 9 scale on the horizontal axis, while concern
for people is rated similarly on the vertical axis

Although there are eighty-one possible styles in the Grid, the five style benchmarks in
the theory.
a. Authority Obedience / 9-1
leaders focus on job accomplishment. production through the use of power, authority
and control.
b. country club / 1-9
Leaders place primary emphasis on good feelings among colleagues and subordinates
even if production suffers as a result.

c. Impoverished Management / 1-1

Leaders do the minimum required to remain employed in the organization.
d. team Management/ 9-9
Leaders use a goal-centered approach to gain high quantity and high-quality results
through broad involvement of group members: participation, commitment, and conflict
resolution.
e. Organization-Man Management /5-5
Leaders concentrate on conforming to the status quo and maintaining middle-of-the-
road or “ to-go-along-to get-along” assumptions
The authors of the Grid indicate there is evidence regarding the effectiveness of the 9,9-
team management style as judged by groups of administrators from different
organizational context.

3 dimensional leadership style

By adding an effectiveness dimension to the task behavior and relationship behavior
dimensions of the earlier Ohio State leadership models, Reddin has attempted to
integrate the concepts of leadership style with situational demands of a specific
environment.

when the style of a leader is appropriate to a given situation, it is termed effective;

when the style is inappropriate to a given situation, it is termed ineffective
The four basic leadership styles in the model are related, integrated, separated, and
dedicated.
Related - A related leader enjoys team-based, cooperative working. They do
not focus on directing or dictating orders to staff and allow much more
freedom and responsibility.
Integrated - An integrated manager retains the cooperative nature of the
group and encourages two-way communication. They emphasise the
effectiveness of this communication and building a strong team capable of
completing tasks to the best of their potential.
Dedicated - A dedicated manager is only truly concerned with the end result of
the task and focuses on improving the production process. They retain power
and responsibility with themselves, allowing them to dictate roles and
requirements to others.
Separated - A separated manager focuses on correcting deviations from the
norm. They formulate policies and rules and impose them on others but do not
take a direct, commanding role on themselves.

The four effective styles are Developer( same as country club), Executive(same
as team management), bureaucrat ( impoverished management), and benevolent
(task management)

Reddin proposes that any of the four basic leadership styles may be effective or
ineffective depending on the situation. These effective and ineffective equivalents result
in eight operational leadership styles.

situational leadership
Situational leadership theory identifies two key leadership behaviors: task behavior and
relationship behavior.
Task Behavior. The leader engages in one-way communication by explaining what each
subordinate is to do, as well as when, where, and how tasks are to be performed.
Relationship Behavior. The leader engages in two-way communication by providing
socio-emotional support, “psychological stroke”, and “facilitating behavior.”
They see two types of maturity as particularly important:
 Job maturity - a person’s maturity to perform the job as influenced by
education and experience.
Psychological maturity - person’s level of motivation as reflected in
achievement needs and willingness to accept responsibility.

that maturity of followers is task-specific.

so here, we are saying that leaders use different leadership method based on the
situations. for example, we would make a newbie to do less complicated things giving
time to make mistakes or we might directs tasks when deadline is close.

the x axis denotes directive behavior ... the amount of directive they give to their team..
the more task there is the degree of directive increase

y axis denotes supportive behavior of the leader

development/ maturation level refers to the maturation or development of employees

 S1 /Autocratic leader or Directing - increased directive/task behavior but low
supportive behavior
effective when subordinates are low in motivation and ability
S2/ democratic leader or coaching -- high directive behavior and high supportive behavior
and is effective when subordinates have adequate motivation but low ability.
they sell their ideas to subordinates.
S3 / supporting low directive ( participate in decision making) and high support.
leaders participate in idea creation and decision making. but most decision is made by
the team as a whole. this type of leaders tend to be quiet, as they are the member of the
team.
is effective when subordinates have low motivation but adequate ability
S4 / laisses fair or delegating --- minimal direction and support
is effective when subordinates are very high in ability and motivation.