Behavioral theories of leadership

Behavioral theories of Leadership

Presented by- Joshna Ashish

Bhatta Lalit Chauhan Saurabh

Bhati Ankit

Chauhan

Behavioral Theory of Leadership is a leadership theory that considers the observable actions and reactions of

 leaders.

Assumptions

Leaders can be made, rather than are bornSuccessful leadership is based on definable

learnable behavior

Implication:

Leadership capability can be learned.

Three types of styles:-Autocratic leaders Exploitative Benevolent autocratic autocraticParticipative leadersFree reign

Exploitative autocracticThe leader has a low concern for people and uses such methods as threats and other fear-based methods to achieve conformance.

Benevolent Autocratic

•Sees himself as a superior, father figure.

• Makes all the important decisions and then convinces his subordinates to go along with them.

• He may allow some decisions to be made by some subordinates within a framework set by himself.

• Rewards as well as punishments may be used to 'motivate' people

Participative Leader

•Complete confidence and

trust in his colleagues

• All the relevant actors are called

together to discuss the issues

•   The majority view is taken as the final

decision.

• Transferring and delegating

some authorities.

• Defines limits and ask group to

take decision.

Free Reign

• ‘Let it be’ – the leadership

responsibilities

are shared by all

•Manager gives full authority to

subordinates

• Relies on capable team work

• Can be very useful

in businesses where creative

ideas are important

• Full trust and confidence among

team members

• Group members work themselves and provide their own motivation.

MANAGERIAL GRID

Robert Blake and Jane Mouton

Country Club Team Management

Organization Man Management

Impoverished Management

Authority Obedience

Impoverished Mgmt.

(1,1)

Low concern to production

Low concern to

people

Someone waiting for retirement

Doing only enough to

keep the job

Authority Obedience

(9,1)

Autocratic

Low concern for people

High concern for production

Exercise Power and Authority

Country Club (1,9)

Desires to be liked by employees

Neglects production

aspects

Low task performanc

e

High emphasis on feelings and

emotions of employees

Organization-Man

Mgmt. (5,5)

Goes along with the majority

Does not push the boundaries of achievement

Maintain the balance between goal of company and employees

Non of the variables are fully achieved

Team Managemen

t (9,9)

EmpowermentFocusTrust

Focus on employee

satisfaction

High concern to production

Best leadership approach