Difference between revisions of "Behavioral theory of leadership"
(→Ohio State studies) |
|||
| Line 11: | Line 11: | ||
:#'''Initiating structure''' behavior, which is how the researchers called a set of decisions to initiate and define leader-subordinate roles, so every side knows what is expected, as well as when, where, and how what is expected shall be performed. | :#'''Initiating structure''' behavior, which is how the researchers called a set of decisions to initiate and define leader-subordinate roles, so every side knows what is expected, as well as when, where, and how what is expected shall be performed. | ||
:#'''Consideration''' behavior, which is how the researchers called a set of leader's concerns for subordinates including the efforts to establish a warm, friendly, and supportive climate between the leader and subordinates. | :#'''Consideration''' behavior, which is how the researchers called a set of leader's concerns for subordinates including the efforts to establish a warm, friendly, and supportive climate between the leader and subordinates. | ||
| − | :According to these studies, the effective leaders shall be scored high in both dimensions. | + | :According to these studies, the most effective leaders shall be scored high in both dimensions. |
===Michigan studies=== | ===Michigan studies=== | ||
Latest revision as of 14:02, 1 December 2019
Behavioral theory of leadership (hereinafter, the Theory) is any leadership theory that identifies behaviors that differentiate effective leaders from ineffective leaders, as well as differentiate leaders from non-leaders based on their behavior. The Theory is commonly based on two research endeavors, Ohio State Leadership Studies and Michigan Leadership Studies.
Contents
Definitions
According to Organizational Behavior by Robbins and Judge (17th edition),
- Behavioral theories of leadership. Theories proposing that specific behaviors differentiate leaders from nonleaders.
Research
Ohio State studies
- In 1945, Ohio State University conducted a series of studies on leadership to identify observable behaviors of leaders instead of focusing on their traits. Initially, the researchers developed two questionnaires, one described leader behaviors and another did supervisor ones. Based on responses, the researchers identified two distinctive characteristics of leadership:
- Initiating structure behavior, which is how the researchers called a set of decisions to initiate and define leader-subordinate roles, so every side knows what is expected, as well as when, where, and how what is expected shall be performed.
- Consideration behavior, which is how the researchers called a set of leader's concerns for subordinates including the efforts to establish a warm, friendly, and supportive climate between the leader and subordinates.
- According to these studies, the most effective leaders shall be scored high in both dimensions.
