SGDU 5024 LEADERSHIP IN

EDUCATION
(GROUP A)
LECTURER : MEJ (B) MUAAZAM BIN MOHAMAD
LEADERSHIP
THEORY
BEHAVIOURAL APPROACH
 OVERVIEW
Style Approach Perspective
Ohio State Studies

University of Michigan Studies

Blake & Moutons Leadership Grid

How Does the Style Approach Work?

 History of Leadership Thought
4

Trait Theories ( -1940s)

Behavioral Theories (1940s-1960s)
Contingency/Situational Approaches (1960s- )
Contemporary
Transformational Leadership
Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate
leaders from nonleaders

Behavioral Theory
Leadership behaviors can be taught.

vs.
Trait Theory
Leaders are born, not made.
 Style Approach Description

Perspective Definition

Comprised of two general

Emphasizes the
kinds of Behaviors
behavior of the leader Task behaviors
Focuses exclusively on Facilitate goal accomplishment: Help
group members achieve objectives
what leaders do and Relationship behaviors
how they act Help subordinates feel comfortable with
themselves, each other, and the situation
 Behavioral approach
7

Attempts to determine the types of

leadership behaviors that lead to
successful task performance and
employee satisfaction.
8 BEHAVIOURAL APPROACH
The failure of tracing gold in the trait
mines urged researchers to examine the
behaviors that specific leaders exhibited.
Behavioral studies of leadership aim to

identify behaviors that differentiate leaders

from non-leaders (Robbins, 1998)
 BEHAVIOURAL APPROACH
9

Different leadership styles have been

identified, as a way of explaining how the
leader operates and achieves desired
outcomes.
Explain discrete leadership behavior became
popular during the middle of the 20th
Century
Many of these styles are constructed in a
dualistic form, where two leadership styles
are contrasted
 Behavioral Approach

Ohio State Studies/University of Michigan

Initiating
Structure/Production Orientation
Consideration/Employee Orientation

Assumption: Leaders can be trained

Goal: Develop leaders
Problem: Effective behaviors do not generalize across
situations.
Ohio State Studies
Initiating Structure
The extent to which a leader is likely
to define and structure his or her
role and those of subordinates in
the search for goal attainment

Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect for
subordinates ideas, and regard for his/her feelings
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
 Ohio State Studies, contd.
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, scheduling work activities
Consideration - Leaders nurture subordinates
Relationship behaviors building camaraderie, respect, trust, &
liking between leaders & followers
University of Michigan Studies
Employee-oriented Leader
Emphasizing interpersonal relations; taking a personal
interest in the needs of employees and accepting
individual differences among members

Production-oriented Leader
One who emphasizes technical or task aspects of the
job
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
BLAKE & MOUTONS
MANAGERIAL (LEADERSHIP) 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
Historical Perspective
Blake & Moutons Managerial Leadership Grid
Development Purpose

Designed to explain how leaders

Developed in early help organizations to reach their
1960s purposes
Used extensively Two factors
in organizational Concern for production
How a leader is concerned with
training & achieving organizational tasks
development Concern for people
How a leader attends to the
members of the organization who
are trying to achieve its goals
The Managerial Grid (Blake and Mouton)
Authority-Compliance (9,1)
Definition
Efficiency in operations Heavy emphasis on task and
results from arranging
conditions of work such
that human interference
is minimal
Role Focus
job requirements and less
emphasis on people
Communicating with
subordinates outside task
instructions not emphasized
Results driven - people regarded
as tools to that end
9,1 leaders seen as controlling,
demanding, hard-driving &
overpowering
Country Club (1,9)
Definition Role Focus

Thoughtful attention to Low concern for task

the needs of people accomplishment coupled with
leads to a comfortable, high concern for interpersonal
friendly organizational relationships
atmosphere and work De-emphasizes production;
tempo 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
Impoverished (1,1)
Definition Role Focus

Minimal effort exerted to Leader unconcerned with both

get work done is task and interpersonal
appropriate to sustain relationships
organizational Going through the motions, but
membership uninvolved and withdrawn
1,1 leaders - have little contact
with followers and are described
as indifferent, noncommittal,
resigned, and apathetic
 Middle-of-the-Road (5,5)
Definition Role Focus

Adequate Leaders who are compromisers;

organizational have intermediate concern for task
performance possible and people who do task
through balancing the To achieve equilibrium, leader avoids
necessity of getting conflict while emphasizing moderate
work done while levels of production and interpersonal
maintaining relationships
satisfactory morale
5,5 leaders - described as expedient;
prefers the middle ground, soft-
pedals disagreement, swallows
convictions in the interest of progress
Team (9,9)
Definition
Work accomplished
through committed
people;
interdependence via a
common stake in the
organizations
purpose, which leads
to relationships of trust
and respect
Role Focus
Strong emphasis on both tasks and
interpersonal relationships
Promotes high degree of
participation & teamwork, satisfies
basic need of employee to be
involved & committed to their work
9,9 leaders - stimulates
participation, acts determined,
makes priorities clear, follows
through, behaves open-mindedly and
enjoys working
Paternalism/Maternalism
Definition Role Focus

Reward and Leaders who use both 1,9 and

approval are 9,1 without integrating the two
bestowed on The benevolent dictator; acts
gracious for purpose of goal
people in return for accomplishment
loyalty and Treats people as though they
obedience; failure were disassociated from the task
to comply leads to
punishment
Opportunism
Definition Role Focus

People adapt and Performance occurs according

shift to any grid style to a system of selfish gain
needed to gain Leader uses any combination of
maximum advantage the basic five styles for the
purpose of personal
advancement
Leader usually has a dominant
grid style used in most situations
and a backup style that is
reverted to when under pressure
 Behavioral elements
26

Grid theory breaks behavior down into seven key elements:

Element Description
Initiative Taking action, driving and supporting
Inquiry Questioning, researching and verifying
understanding
Advocacy Expressing convictions and championing ideas
Decision making Evaluating resources, choices and consequences
Conflict resolution Confronting and resolving disagreements
Resilience Dealing with problems, setbacks and failures
Critique Delivering objective, candid feedback
HOW DOES THE STYLE
APPROACH WORK?

Focus of Style Approach

Strengths

Criticisms

Application
Style Approach

Focus Overall Scope

Primarily a framework Offers a means of

for assessing leadership
in a broad way, as
behavior with a task and
relationship dimension
assessing in a general
way the behaviors of
leaders
Strengths
Style 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 leaders style is composed of two major types
of behaviors: task and relationship
The style 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
Implies that the most effective leadership style is
High-High style (i.e., high task/high relationship);
research finding support is limited
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.
 Leadership Skills Katz (1955)
32

Technical knowledge about and

proficiency in a specific type of work or
activity
Human knowledge about and ability to
work with people
Conceptual ability to work with ideas
and concepts (i.e. creating a vision and
strategic plan)
 Leadership Skills Katz (1955)
33
 Authoritative Versus Democratic
34
Leadership
Authoritative
Leaders who are described as
authoritarian or autocratic are
often concerned with results
and focused on short-term
goals.
They are likely to be lone
decision makers taking
responsibility for their actions
and using their powers of
coercion and persuasion.
In certain circumstances,
authoritarian leadership yields
good results.
Democratic
Democratic leadership involves
others in decision-making
processes.
Bass (1990) notes that
democratic leaders use their
power to set the constraints within
which the followers are
encouraged to join in deciding
what is to be done.
The main advantages identified
with democratic leadership is that
it promotes loyalty and
commitment in the long run.
 Directive Versus Participative
35
Leadership
Directive
leader takes an active role in
problem solving and decision-
making, and expects group members
to be guided by his or her decisions.
can use different strategies including
reason, logic and persuasion to gain
acceptance of their goals.
make his/her decision without
consulting others either because they
believe that they have all the
information or time pressure prevents
discussion.
use rewards or exert pressure to
gain acceptance for their actions
Participative
leader involves subordinates in
discussions, problem-solving and
decision-making processes.
This consultation can occur either
individually or as a group, and
results in increased autonomy of
workers, power sharing, information
sharing and due process.
Participation is indicated when the
subordinates acceptance,
satisfaction, and commitment are
important and when subordinates
have the required information.
 Task Versus Relation-Oriented
36
Leadership
Task-Oriented
Task-oriented leaders are concerned with
the groups achievement of goals;
concentrate on performance as the most
important outcome and productivity is
highly valued.
high expectations and use various control
mechanisms and supervisory layers to
ensure that the task is completed
satisfactorily.
Task-oriented leaders may be
psychologically removed from their
subordinates.
Bass (1990) seen to treat employees as
machines, to the detriment of their
commitment, growth, and morale
Relation-Oriented
Relation-oriented leaders place
more concern on building effective
relationships and workplace rapport
throughout the group.
group maintenance is very important.
The workplace is expected to
provide encouragement and mutual
support to ensure that the goals are
achieved.
Relation-oriented leadership is likely
to contribute to the development of
followers and to more mature
relationships
 Laissez-faire Leadership Versus
37
Motivation to Lead
Laissez-faire Leadership
leaders give group members
complete freedom of action, provide
them with resources, and do not
become actively involved in problem
solving or evaluation.
This style of leadership should not be
confused with democratic, relations-
oriented or participative leadership
promotes relative freedom, it is not
conducive to group cohesion and
productivity and satisfaction suffers
under this leadership style.
Laissez-faire leadership is a passive
style
Motivation to Lead
described as an active style of
leadership; promote greater
satisfaction and productivity
among their subordinates.
use a combination of methods
such as direction and
participation to achieve the goal.
involvement of subordinates is a
critical aspect
Leaders are expected to show
high energy levels and desire to
improve the group and the
organization.
 Summary.
38

The different styles of leadership have been

presented in a dualistic form.
These different styles can be clustered together and
as with personal trait leadership theories, there is a
high degree of overlap between the different
styles.
It is unlikely that leaders will operate at the
extremes of these styles, however it is important to
recognize that leaders will move between these
dichotomous states.