2. Behavioral Theories of Leadership
Chapter 9
Behavioral Theories of Leadership
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3. Learning Outcomes
After completing this chapter, the student should understand the:
Difference between leaders and managers.
Importance of Lewin’s behavioral studies.
Role of trait theory in the evolution of leadership research.
Importance of the Ohio State and University of Michigan studies.
Blake and Mouton’s Managerial Grid.
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4. What is Leadership?
Leadership can be described as a complex process by which a person sets direction and influences others to accomplish a mission, task, or objective, and directs the organization in a way that makes it more cohesive and coherent (Winder, 2003).
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5. Managers vs. Leaders
A manager is a person who directs the work of employees and is responsible for results.
A leader inspires employees with a vision and helps them cope with change.
Two separate behaviors but both very necessary for an organization to achieve its goals!
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6. Lewin’s Behavioral Study
One of the earliest studies regarding the effect of leadership was performed in the 1930s under the direction of Kurt Lewin.
Three types of leadership styles were studied:
Authoritarian
Democratic
Laissez-Faire
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7. Great Person Theory Individuals are born with leadership traits.
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8. Trait Theory
The attempt to identify personality characteristics that appeared to differentiate leaders from followers.
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9. Trait Theory Common Characteristics
Intelligence
Maturity
Inner motivation
High achievers
Employee centeredness
Emotionally mature
Broad range of interest
Honesty
Integrity
Self-confidence
Cognitive ability
Creative
Flexibility
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10. Ohio State Leadership Studies
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11. University of Michigan Studies
Studies conducted to attempt to determine the most effective style of leadership:
An employee-centered focus, or
A production-centered focus
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12. Blake and Mouton’s Managerial Grid
© 2010 Jones and Bartlett Publishers, LLC