Hello Respected Researchers and HR managers, In this section we will discuss about “Behavioural Theories of Leadership“. It is very much important for a Researcher as well as HR Concern person/ manager to know the Behavioural Theories of Leadership. If researcher or HR Manager could follow the Points accordingly,it would easier to reach the goal. Let’s have a look…
(♦) There are three well-documented behavioural theories of leadership to be discussed in this section: the Ohio University studies, conducted in the 1940s; the University of Michigan studies that emerged in the same decade; and Blake and Mouton’s Managerial Grid, where behavioural definitions from the Ohio and Michigan studies are reflected.
(♦) Each of these three models considers two primary dimensions upon which managers behave. These two dimensions are known in the Ohio State studies as consideration and initiating structure. A leader who demonstrates high consideration is particularly sensitive to people’s feelings, and places priority on an environment of trust and respect. This leader is concerned for employees’ well-being, satisfaction and comfort. A leader that demonstrates a high initiating structure is more focused on defining specific task requirements and clarification of work agendas.
(♦) It was first believed in the Ohio State studies that leaders who demonstrated high consideration would be more effective in achieving subordinate satisfaction. Yet findings of these studies indicate that effective leaders need to be high on both dimensions
(♦) Blake and Mouton proposed a managerial grid that is based on the two dimensions from the studies above. The Managerial Grid established that there are potentially 81 different positions for leadership style (9 possible positions along each axis). Managers that performed under a 9,9 (team management style), were more effective than managers with a 9,1 (authority-obedience) or a 1,9 (country-club style). The Blake and Mouton Grid, as well as the other two studies, indicates that inconsistent results might necessitate further pursuance of additional variables when developing leadership models. Therefore, in the 1960s researchers began to consider the role of situational factors that influenced a leader’s ability to perform effectively.
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