Research Developments

Popularizing this Approach:

1. Lewin, Lipitt, &

White Study
2. The U of M Studies
3. The Ohio State
Studies
4. The Managerial Grid

Building a Pyramid
Exercise!

Leadership:
A Behavioral
Approach

The Lewin, Lippitt, &White Study

Groups of 10- and 11-year- old boys to meet

after school to work on various hobbies.

Each group included a man who adopted

one of three leadership styles The

authoritarian, or autocratic, leader

The democratic leader
The laissez-faire leader

The Lewin, Lippitt, &White Study

The authoritarian, or autocratic, leader

The democratic leader

Took no input from the members in making decisions about

group activities, did not discuss the long-range goals of the
group, emphasized his authority, dictated who would work on
specific projects

Made certain that all activities were first discussed by the entire
group. He allowed the group members to make their own
decisions about work projects or partners and encouraged the
development of an egalitarian atmosphere.

The laissez-faire leader

Rarely intervened in the group activities. Groups with this type of

atmosphere made all decisions on their own without any
supervision, and their so-called leader functioned primarily as a

Results
Autocratic
Increasingly

more

submissive &
demanded the
leader's attention and
approval.
Productivity

was
same as democratic,
but required leader's
presence

Democratic
Showed

less tension
and hostility
More

cohesion and
cooperation.
About

as productive
as autocratic, but also
in leader's absence.

Laissez-faire
Overall,

lower
productivity,
satisfaction, and
cohesiveness

The University of Michigan Studies

Likert viewed leadership as having 2 primary

dimensions :

"production- centered"
"employee- centered."

Production Centered Behavior

When a leader pays close

attention to the work of
subordinates, 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.

A Single Continuum

These two styles of leader behavior were believed to

lie at the ends of a single continuum

Ohio State Studies

Developed 2 measures to assess preferred leadership

behaviors:

The LBDQ (Leader Behavior Description Questionnaire)

Measures subordinates perceptions of the leader behaviors

The LOQ (Leader Opinion Questionnaire)

Measures leaders perception of own style.

Items Adapted from LBDQ

Consideration Items:

1. Is easy to get along with

2. Puts ideas generated by the group into operation
3. Treats everyone the same
4. Let's followers know of upcoming changes
5. Explains actions to all group members

Initiating Structure:

1. Tells group members what is expected

2. Promotes the use of standardized procedures
3. Makes decisions about work methods
4. Clarifies role relationship among group members
5. Sets specific goals and monitors performance closely

Ohio State Studies

Surveyed 1000's of workers about their perceptions

of their supervisor (LBDQ)

Found results which suggested two basic leader

behaviors or styles:

Initiating structure behavior

Consideration behavior

Initiating Structure Behavior

When the leader clearly defines the leadersubordinate, establishes formal lines of
communication, and determines how tasks are to be
performed.

CHARACTERISTICS:

Leaders of high producing groups; leaders rated

highly by superiors; low morale, high grievance rates,
high turnover

Consideration Behavior

The leader shows concern for subordinates and

attempts to establish a warm, friendly, and
supportive climate.

CHARACTERISTICS:

Leaders of groups with high morale; leaders of groups

with lower productivity

Two Variables

These two behaviors were not viewed as opposite

ends of a continuum, but as independent variables.

Initiating Structure

Consideration

Consideration

Four Leadership Styles Derived

from the Ohio State Studies

High Low Structure, High

Consideration

High Structure, High

Consideration

Low Structure, Low

Consideration

High Structure, Low

Consideration

Low

Low

Hig
Initiating Structure h

The Leadership Grid

The results of behavioral studies were incorporated

into a grid

The Leadership Grid utilizes the Concern for People

versus Concern for Production dichotomy

The Leadership Grid

High
Concern for People

9
8

1.9
Country club
management

9.9
Team
management

7
5.5
Middle-of-theroadmanagement

6
5
4
3
2
1
Low

9.1
Authoritycompliance

1.1
Impoverished
management
Low
High

Concern for Production

Lets Build a Pyramid!

You are about to engage in a timed exercise.

Using only the paper and tape given to you, the

group to build the tallest free-standing structure at
the end of 10 minutes wins.

Good luck!

Survey
(keep your response private)
1
Not at all
Satisfied

5
Extremely
Satisfied

Using the scale above, rate your overall satisfaction

with your group process.

Strengths of the Behavioral Style

Approach
-

Marked a big shift in the focus of leadership work

A wide range of studies validates and gives

credibility to this approach

Underscores the importance of the 2 core

dimensions of leadership behavior: task and
relationship.

Weaknesses of the Approach

-

No adequate relationship between behavior and

performance outcomes (morale, satisfaction,
productivity) has been documented.

Failed to find universal leader behaviors that could

be effective in almost every situation.

This approach implies that the most effective

leadership style is high-high- but this actually may
not be the case in all situations.