Behavioral theories of leadership

 The foremost study in the field of leadership was done by Kurt Lewin and his associates in 1939. Behavioral theory assumes that leaders are not born rather there are specific behavioral patterns of leaders that can be acquired through learning and experience. Different studies have been done to understand how behavioral aspects affect leadership of an individual. Some of them are explained as follows-

• Ohio State Studies

A study by E.A. Fleishman, E.F. Harris and H.E. Burtt in 1945 identified two factor conceptualizations in leadership behaviors i.e., Initiating Structure which refers to leadership qualities such as directive, task-oriented, organized etc. whereas, consideration refers to leadership qualities such as empathetic, understanding colleagues than focusing on only deadlines, supportive, person- oriented leadership.

• University of Michigan Studies

Research by Rensis Likert and his associates in 1946 also identified two factor components related to leadership behavior and organization behavior. The first one is an Employee-oriented leader who is concerned about their employees and accepts individual differences in the organization and the second one is a production-oriented leader who focuses on tasks assigned to the employees, rather than on employees.

• Managerial grid

Managerial grid explains how the leadership style can affect organizational progress. The Managerial Grid (1964) developed by Robert Blake and Jane Mouton (1964) postulated that there were five leadership types which show whether the leaders focus on tasks or “concern for production/results,” or the focus is on the relationship with the subordinate or “concern for people.

• X and Y Managers Theory

Douglas McGregor (1960) gave X and Y managers theory which explicitly explains about characteristics of X and Y managers. McGregor believed that management can use either of the needs to motivate his employees, as grouped under theory X and theory Y. Theory X advanced the view that human beings have an inherent dislike for work and can only be made to get results at work by the application of coercive methods and by direction. Theory X emphasizes authoritarian style of leadership where results are the focus of leadership and it is more work-centered than people-centered. Theory Y approach to management, on the other hand, is more people-centered where the individual is valued and appreciated. Theory Y submits that when workers are given the right environment, they can reach their highest potential and can be of great value to their organizations.

McGregor (1960) postulated, that leaders who hold Theory X assumptions believe that people are lazy, abhor responsibility and not motivated and therefore need to be coerced before they will work and show commitment. Such leadership assumptions lead to close supervision and control of workers and siphon the ingenuity of workers and results in lack of motivation in workers. Leaders, who practice Theory Y assumptions on the other hand, involve workers engage in joint-problem solving, understand the needs of team members and integrate personal needs of achievement with organizational objectives. Although with such an approach the leader facilitates and initiates the control process, it is done with the involvement of the workers in mind and can be encouraging and motivating for them.

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