Learn to Lead

 

Behavioral theories of leadership seek to identify the specific leader behaviors that result in higher group performance. In contrast to the trait approach, this approach contends that leaders are made, not born. Behavioral leadership theories assume that there are distinctive actions that effective leaders take and, by extension, that these actions or behaviors can be taught.

The most well-known behavioral theories of leadership originated at Ohio State and the University of Michigan in the mid-20th century. The main contributions of each are highlighted below. 

Scientists at the Ohio State University developed the Leader Behavior Description Questionnaire (LBDQ), which asks respondents to assess their leaders' behaviors toward them on two dimensions. The first dimension, initiating structure, describes the extent to which leaders define not only their relationship with their followers, but also the role that they expect each member to play in the group. Sample items from the initiating structure section of the original LBDQ include "He makes sure that his part in the organization is understood by all group members" and "He schedules the work to be done" (Halpin, 1957). 

The second dimension, consideration, describes the extent to which leaders work to support and to develop trust, respect, and friendship with their followers. Sample items measuring consideration in the original LBDQ include "He finds time to listen to group members" and "He puts suggestions made by the group into operation" (Halpin, 1957).

Leaders who score high on initiating structure tend to establish well-defined modes of communication and procedures for getting the job done. Those who score high on consideration, who are typically helpful and respectful, have amiable relationships with their followers. More updated versions of the LBDQ are not gender-specific, given the increased number of women in the workforce since its original publication. Additionally, the term task-oriented is typically substituted for initiating structure, as is relationship-oriented for consideration.

Studies at the University of Michigan gave special attention to the impact of leaders’ behaviors on worker motivation and group performance, describing two similar dimensions of leader behavior: job-centered (practically the same as initiating structure) and employee-centered (the same as consideration).

These early behavioral studies and their associated dimensions laid the groundwork for subsequent models and theories. Current research supports the notion that leader behaviors have a greater impact on leadership effectiveness than traits do.

 

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