 These theories advocate that leadership is shown by acts rather than traits and that the leadership is the result of effective role behavior.  The behavioral theorists concentrated on the unique behavioral aspects found in leaders that enabled them to attain effective leadership.

 Behavioral theories of leadership are based upon the belief that great leaders are made, not born.  According to this theory, people can learn to become leaders through teaching and observation.

Based on Behavioral Approaches  Power orientation  Leadership as a continuum  Ohio State Leadership Quadrants  Michigan studies  Managerial Grid

 exploitative autocratic,  benevolent autocratic,  participative  free reign

 Autocratic Authoritarian  Tells followers what they want done and how to do it (without getting the advice from others).  Works well if you don’t have much time to accomplish goals  Characterised by centralised decision making  Followers remain uninformed, insecure and afraid.

 Participative Leadership  The leader involves one or more employees in the decision making process (to determine what to do and how to do it).  Leader facilitates emotional and mental involvement of the followers along with sharing of responsibilities.  Allows everyone to be part of a team— everyone feels that they have participated and contributed.  Encourages participation, delegates wisely, values group discussion.  Motivates by empowering members to direct  It raises the morale and thus enhances productivity.

Free Reign (Laissez Faire)  Leader allows employees to make the decisions and thus grants complete freedom.  Leader is still responsible for the decisions.  Leader sets priorities, policies, programs and delegates. The entire process us then left to the employees, who analyze the situation and determine what needs to be done and how to do it.

 The Managerial Grid Managerial Grid Appraises leadership styles using two dimensions: a. Concern for people b. Concern for production  Places managerial styles in five categories: a. Impoverished management b. Task management c. Middle-of-the-road management d. Country club management e. Team management

1,9 Country club management Thoughtful attention needs of people for satisfying relationships leads to A comfortable, friendly organization atmosphere and work tempo 9,9 Team management Work accomplishment is from committed people, interdependence through a “common stake” in organization purpose leads to relationship of trust and respect 1,1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 5,5 Organization Man Management Adequate organization performance possible through balancing the necessity to get out work with maintaining morale of the people at a satisfactory level 9,1 Authority-Obedience Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimal degree Concern for productionLow High Low High Concern for people

 It is used very widely for training managers to reach the position of 9,9.  Country Club: Thoughtful attention to needs of people for satisfying relationships. It leads to a comfortable and friendly organizational atmosphere and work tempo.

 Impoverished: It involves extension of minimum efforts to get required work done and is appropriate to sustain organizational membership.  Authority-obedience: Efficiency in operations results from arranging conditions of work in such a way that elements interfere to a minimum degree.

 Middle Road: Adequate organizational performance is possible through balancing the necessity to get out the work with maintaining morale of people at a satisfactory level.  Team: Work accomplishment is through committed people. Interdependence through a common stake in organizational purpose leads to relationships of trust and respects.

 One behavior may be functional at one time but dysfunctional at another point of time.  Effectiveness sometimes depends not only on leader’s behavior but on external factors also. Eg: Nature of followers, situation, etc.