Behavioral Theory Magdalena Filippone “If you want to change attitudes, start with a change in behavior” - William Glasser  

What is Behavioral Theory? A leader is defined according to their behavior Behavior: the range of actions and mannerisms made by organisms in conjunction with their environment Developed in the 1950s after the limitations of Trait Theory were exposed Focuses on what leaders do, concerned with people and collaboration Asserts that with the right behavior, a leader can be made

Description Not based on inherent capabilities, correlates certain behaviors with leadership success Success is defined by parameters; leadership can be obtained through practice and adopting a skill set Based on the principle of conditioning – a specific response to a specific stimuli Task Behaviors & Relationship Behaviors “The central purpose of the behavioral approach is to explain how leaders combine these two kinds of behaviors to influence followers in their efforts to reach a goal” (Northouse 2007)

Why is this important? Expanded the scope of leadership to include the actions and reactions of leaders according to situations, as well as the responses of their followers Easier to observe, interpret, measure and assess Creates leadership ‘styles’ Set of prescriptions for leaders Valuable framework for leaders to evaluate their own effectiveness

Case Study: Iowa (1939) Separated 10 year old boys in three groups Trained adults to behave as authoritarian, democratic or laissez-faire leaders Preference for democratic and laissez-faire leaders Democratic leaders were the most effective and laissez-faire leaders the least Shows how different styles of leadership can produce different reactions and productivity levels

Case Study: Ohio State (1940s) Followers completed a questionnaire on their leaders Initiating Structure & Consideration Behaviors Both of these behaviors converge on the idea that leaders provide structure and guidance Behaviors are independent of one another Exhibiting a little bit of both leads to optimal leadership

Case Study: Michigan (1950s) Impact of leadership behaviors on the performance of small groups Employee Orientation & Production Orientation Placed these behaviors on the same continuum Later claimed them independent of one another Encouraged managers to be more employee-centered

Case Study: Blake & Mouton Managerial (Leadership) Grid – 1960s Designed to explain how leaders help organizations reach their purposes through two factors Concern for Production & Concern for People Joins these forces on a grid, measured on a 9-point scale Concludes that there are five leadership ‘styles’

Managerial Grid Source: https://riskmanagement365.wordpress.com/2012/12/22/what-is-blake-moutons-managerial-grid/blake-and-mouton-leadership-grid/

Advantages Self-awareness by managers Helps managers find the right balance Shifted the focus of leadership research to incorporate the followers Defined leadership into styles Answers the question of “What makes a person [trait]? How?”

Criticisms Generalizes styles, but a single style may not be effective at all times No guidance on how to adapt to changing situations Underestimated the importance of the group, surrounding environment, and circumstances Further research needed to show how behaviors are associated with performance outcomes There remains a question of application – When should these styles be employed?

Group Discussion How does this improve leadership theory when compared to Trait Theory? Give an example using the list we have compiled Do you think people are still confined to certain behaviors due to their genetic makeup? What does this say about the ‘learning’ of leadership? Is it possible for them to develop new leadership styles? Which behaviors are more important, task behaviors or relationship behaviors? Why?