A BEHAVIORAL APPROACH TO LEADERSHIP

OBNotes.HTM by WILF H. RATZBURG

. The results of the trait studies were inconclusive. Traits, among other things, were hard to measure. How, for example, do we measure traits such as honesty, integrity, loyalty, or diligence? Another approach in the study of leadership had to be found.

Rather than concentrating of what leaders are, as the trait approach urged, the behavioral approach forced looking at what leaders do.

To measure traits, researchers had to rely on constructs which lacked reliability and, given differing definitions, also lacked validity. After the problems with the trait approach became evident, researchers turned to an examination of leader behaviors. With behaviors, researchers could rely on empirical evidence. Behaviors, contrary to traits, could be observed. It was thus decided to examine the behaviors of successful (again, by whatever means success was measured) leaders.

 
. The initial phases of the behavioral research seemed as frustrating as the trait approach -- the number of behaviors identified was staggering. However, over time, it appeared that the key behaviors could be grouped or categorized. The most prominent studies were those undertaken by the University of Michigan and by Ohio State University.

Interestingly, both studies arrived at similar conclusions. Both studies concluded that leadership behaviors could be classified into two groups.
. The University of Michigan studies (Rensis Likert) identified two styles of leader behavior:
  • Production centered behavior: when a leader pays close attention to the work of sub- ordinates, explains work procedures, and is keenly interested in performance.
  • Employee centered behavior: when the leader is interested in developing a cohesive work group and in ensuring employees are satisfied with their jobs.

These two styles of leader behavior were believed to lie at the ends of a single continuum. Likert found that employee- centered leader behavior generally tended to be more effective.

Ohio State -- leadership behaviors:

University of Michigan
(1) Initiating Structure (2) Production Centered
(2) Consideration (1) Employee Centered
.
. Researchers at Ohio State leadership found results which suggested two basic leader behaviors or styles.
  • Initiating structure behavior: when the leader clearly defines the leader-subordinate, establishes formal lines of communication, and determines how tasks are to be performed.
  • Consideration behavior: the leader shows concern for sub-ordinates and attempts to establish a warm, friendly, and supportive climate.

Unlike the Michigan Studies, these two behaviors were not viewed as opposite ends of a continuum, but as independent variables. Thus the leader can exhibit varying degrees of both initiating structure and consideration at the same time.

. Rather than concentrating on what leaders are, as the trait approach did, the behavioral approach forced looking at what leaders do. The main shortcomings of the behavioral approach was its focus on finding a dependable prescription for effective leadership.
To test managers for their preferred leadership behavior, the Ohio State Studies developed two measures: (1) the LBDQ (Leader Behavior Description Questionnaire) and (2) the LOQ (Leader Opinion Questionnaire).

Both the production-oriented and the people-oriented leadership behaviors appear to offer positives and negatives. However, since showing high concern for both people and production need not necessarily be inconsistent in one leader, it was concluded that such leaders might have an edge over those who show a propensity to act in only one of these dimensions.

 

This site last updated 01/09/05