Presented by:

Samir Mall
Niranjan Panda

Overview:

Introduction to Leadership and Behavioral

theory

Kurt Lewins study at Iowa

Ohio Studies

Michigan studies

Introduction
Leadership:
Process of social influence in which one person can
enlist the aid and support of others in the
accomplishment of a common task.

Leadership helps in: Motivating Employees

Creating Confidence

Building Morale

Leader Vs Manager
Subject

Leader

Manager

Focus

Leading people

Managing work

Have

Followers

Subordinate

Vision

Long Term

Short Term

Power

Personal Charisma

Formal Authority

Style

Transformational

Transactional

Exchange

Excitement for Work

Money for Work

Wants

Achievements

Results

Risk

Takes

Minimizes

Rules

Breaks

Makes

Conflict

Uses

Avoids

Direction

New Roads

Existing roads

Credit

Gives

Takes

Behavioral Theory of leadership

Behavioral theory:
Aims at finding Behaviours characterstic of a leader
viz; delegating taks, communicate, etc.

Focus on two aspects

Leadership Style & Leadership functions

It assumes:
i. Successful leadership is based on definable behavior.
ii. Behaviour can be learned and thus leaders can be
made

Behavioral Theories

Iowa studies by Kurt Lewin

University of Michigan studies

University of Ohio studies

Managerial grids

Iowa Studies by Kurt Lewins

Kurt Zadek Lewin

German- American psychologist.

Lewins Equation for behavior : B = F (P, E)

By a study Lewins found three types of

leaders:
I. Autocratic
II. Democratic
III.Laissez-Faire

Iowa studies (contd.)

Autocratic leader:
Tells and sells tasks
Expects followers do as directed.
Democratic Leader
Involves and consult
Delegates authority (empowerment)
Laissez-faire:
Gives complete freedom
Answers questions and provides materials

Ohio State Studies

Initiating Structure
The extent to which a leader
is likely to define and
structure his or her role and
those of sub-ordinates 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 their feelings.

High

Leaders of high
production group.
Leaders rated negatively
by superiors.

High Consideration
High Initiating
Structure

Consideration

Leader with high moral.

Low

Low Consideration
Low Initiating
Structure

Low

Greater rates of
grievances, absenteeism
and turnover.
Low level of job
satisfaction.
High

Initiating Structure

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.

The
Managerial
Grid

(Blake and Mouton)

LIMITATIONS
Modest Success in identifying consistent relationship

between leadership behavior and group performance.

Effect of situational factors influencing success missing.