Chapter 4 Assignment- 2 double spaced paper

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Behavioral Approach

Chapter 4

Northouse, Leadership 8e. © SAGE Publications, 2019. 2

Overview

 Behavioral Approach Perspective

 Ohio State Studies

 University of Michigan Studies

 Blake and Mouton’s Leadership Grid

 How Does the Behavioral Approach Work?

Northouse, Leadership 8e. © SAGE Publications, 2019. 3

Behavioral Approach Description

 Emphasizes the

behavior of the

leader

 Focuses

exclusively on

what leaders do

and how they act

Northouse, Leadership 8e. © SAGE Publications, 2019.

Composed of two general

kinds of behaviors

Task behaviors

Facilitate goal accomplishment:

Help group members achieve

objectives

Relationship behaviors

Help subordinates feel

comfortable with themselves,

each other, and the situation

Perspective Definition

Ohio State Studies

 Leadership Behavior Description Questionnaire

(LBDQ)

 Identify number of times leaders engaged in specific

behaviors

• 150 questions

 Participant settings (military, industrial, educational)

 Results

• Particular clusters of behaviors were typical of

leaders

Northouse, Leadership 8e. © SAGE Publications, 2019. 5

Ohio State Studies, cont’d.

 LBDQ-XII (Stogdill, 1963)

 Shortened version of the LBDQ

 Most widely used leadership assessment instrument

 Results--Two general types of leader behaviors:

• Initiating structure--Leaders provide structure for

subordinates

▪ Task behaviors--organizing work, giving structure to the work

context, defining role responsibility, and scheduling work activities

• Consideration--Leaders nurture subordinates

▪ Relationship behaviors--building camaraderie, respect, trust, and

liking between leaders and followers

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University of Michigan Studies

 Exploring leadership behavior

 Specific emphasis on impact of leadership behavior on

performance of small groups

 Results--Two types of leadership behaviors

conceptualized as opposite ends of a single continuum

 Employee orientation

• Strong human relations emphasis

 Production orientation

• Stresses the technical aspects of a job

 Later studies reconceptualized behaviors as two

independent leadership orientations--possible orientation to

both at the same time

Northouse, Leadership 8e. © SAGE Publications, 2019. 7

Blake and Mouton’s Grid

Historical Perspective

 Leadership Grid Components

 Authority-Compliance (9,1)

 Country Club Management (1,9)

 Impoverished Management (1,1)

 Middle-of-the-Road Management (5,5)

 Team Management (9,9)

 Paternalism/Maternalism (1,9; 9,1)

 Opportunism

Northouse, Leadership 8e. © SAGE Publications, 2019. 8

Historical Perspective Blake and Mouton’s Managerial Leadership Grid

 Developed in early

1960s

 Used extensively in

organizational training

& development

Designed to explain how leaders help organizations to reach their purposes

 Two factors

• Concern for production ▪ How a leader is concerned with

achieving organizational tasks

• Concern for people ▪ How a leader attends to the

members of the organization who are trying to achieve its goals

Northouse, Leadership 8e. © SAGE Publications, 2019.

Development Purpose

Authority-Compliance (9,1)

 Efficiency in operations

results from arranging

conditions of work such that

human interference is

minimal

 Heavy emphasis on task and job

requirements and less emphasis on

people

 Communicating with subordinates

mainly for task instructions

 Results driven--people regarded

as tools to that end

 9,1 leaders--seen as controlling,

demanding, hard-driving, and

overpowering

Northouse, Leadership 8e. © SAGE Publications, 2019.

Role FocusDefinition

Country Club (1,9)

 Thoughtful attention to the

needs of people leads to a

comfortable, friendly

organizational atmosphere

and work tempo

 Low concern for task

accomplishment coupled with high

concern for interpersonal

relationships

 Deemphasizes production;

leaders stress the attitudes and

feelings of people

 1,9 leaders--try to create a positive

climate by being agreeable, eager

to help, comforting,

noncontroversial

Northouse, Leadership 8e. © SAGE Publications, 2019.

Definition Role Focus

Impoverished (1,1)

 Minimal effort exerted to get

work done is appropriate to

sustain organizational

membership

 Leader unconcerned with both task and interpersonal relationships

 Going through the motions, but uninvolved and withdrawn

 1,1 leaders--have little contact with followers and are described as indifferent, noncommittal, resigned, and apathetic

Northouse, Leadership 8e. © SAGE Publications, 2019.

Role FocusDefinition

Middle-of-the-Road (5,5)

 Adequate organizational performance possible through balancing the necessity of getting work done while maintaining satisfactory morale

 Leaders who are compromisers; have intermediate concern for task and people who do task

 To achieve equilibrium, leader avoids conflict while emphasizing moderate levels of production and interpersonal relationships

 5,5 leader--described as expedient; prefers the middle ground; soft-pedals disagreement; swallows convictions in the interest of “progress”

Northouse, Leadership 8e. © SAGE Publications, 2019.

Definition Role Focus

Team (9,9)

 Work accomplished through committed people; interdependence via a “common stake” in the organization’s purpose, which leads to relationships of trust and respect

 Strong emphasis on both tasks and interpersonal relationships

 Promotes high degree of participation and teamwork, satisfies basic need of employee to be involved and committed to their work

 9,9 leader--stimulates participation, acts determined, makes priorities clear, follows through, behaves open-mindedly and enjoys working

Northouse, Leadership 8e. © SAGE Publications, 2019.

Definition Role Focus

Paternalism/Maternalism

 Reward and

approval are

bestowed on people

in return for loyalty

and obedience;

failure to comply

leads to punishment

 Leaders who use both 1,9 and 9,1

without integrating the two

 The “benevolent dictator”; acts

gracious for purpose of goal

accomplishment

 Treats people as though they were

disassociated from the task

 Regards the organization as a family

 Makes most of the key decisions

 Rewards loyalty and punishes non-

compliance

Definition Role Focus

Opportunism

 People adapt and shift

to any grid style needed

to gain maximum

advantage

 Performance occurs according to a system of selfish gain

 Leader uses any combination of the basic five styles for the purpose of personal advancement

 May be seen as ruthless and cunning

 May also be seen as adaptable and strategic

Definition Role Focus

Leaders usually have a dominant grid style used in most situations and a backup style that is reverted to when under pressure

How Does the Behavioral Approach

Work?

 Focus of behavioral approach

 Strengths

 Criticisms

 Application

Behavioral Approach

 Primarily a framework

for assessing

leadership as behavior

with a task and

relationship dimension

 Offers a general means of

assessing the behaviors of

leaders

Focus Overall Scope

Strengths

 Behavioral approach marked a major shift in leadership

research from exclusively trait focused to include behaviors

and actions of leaders

 Broad range of studies on leadership style validates and

gives credibility to the basic tenets of the approach

 At conceptual level, a leader’s style is composed of two

major types of behaviors: task and relationship

 The behavioral approach is heuristic--leaders can learn a

lot about themselves and how they come across to others

by trying to see their behaviors in light of the task and

relationship dimensions

Criticisms

 Research has not adequately demonstrated how leaders’ styles are associated with performance outcomes.

 No universal style of leadership that could be effective in almost every situation. Contextual factors such as team goals or cross functional team membership may require varied leadership styles.

 Implies that the most effective leadership style is High-High style (i.e., high task/high relationship); research finding support is limited.

 Most of the research comes from United States--centric perspective. Different cultures may prefer different leadership styles than those favored by current U.S. management practices.

Application

 Many leadership training and development programs

are designed along the lines of the style approach.

 By assessing their own style, managers can

determine how they are perceived by others and how

they could change their behaviors to become more

effective.

 The style approach applies to nearly everything a

leader does.