LEADERSHIP AND TEAM EFFECTIVENESS
LECTURE - 23
Leadership Behavior
PROF. SANTOSH RANGNEKAR
DEPARTMENT OF MANAGEMENT STUDIES
Contents
• Introduction
• Why study Leadership behavior
• Effective vs. Ineffective leaders
• Behaviors and Skills
• Three-dimensional theories
• Leadership Continuum
• Ohio and Michigan leadership Studies
• Managerial grid
• Research Paper
• Case Study
• Book Recommendation
• References
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No institution can possibly survive if it needs geniuses or
supermen to manage it. It must be organized in such a way as to
be able to get along under a leadership composed of average
human beings.
Peter Drucker,
Management expert
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Introduction
• Differentiating between effective and ineffective leaders requires looking at
their behaviors and results.
• Leadership behavior can be observed and measured.
• Personality traits, values, and intelligence can not be directly observed, but
they may contribute to effective leadership behaviors.
• Two other factors that influence leadership behavior are
the followers and the situations.
• Follower and situational factors can help determine
whether a particular leadership behavior is “good”
or “bad”.
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Why Study Leadership Behavior?
• Many people in positions of authority either
cannot build and motivate teams or do not
realize the negative impact of their behavior.
• Leadership behaviors are a function of
intelligence, personality, traits, emotional
intelligence values, attitude, interests,
knowledge, and experience.
• Over time, leaders learn and discern the most
appropriate and effective behaviors.
• Individual differences, followers, and
situational variables play a pivotal role in a
leaders’ actions.
Image Source: [Link]
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Effective vs. Ineffective leaders
Effective Leaders Ineffective leaders
Strong people skills Ineffective interaction style
Visionary Not a team player
Team Builder Team not fully developed
Personable/Approachable Over-Demanding
Lead by example Micromanages
Passion and Drive Team not held accountable
Good listener Inattentive/Poor listener
Develops people Too self-centric
Empower people Lacks emotional control
Positive attitude Impatient
[Link]
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Behavior vs. Skills
Leadership behaviors differ somewhat from leadership skills.
• A leadership behavior concerns a specific action, such as “setting specific
performance goals for team members.”
• A leadership skill consists of three components, which include a well-defined
body of knowledge, a set of related behaviors, and clear criteria of competent
performance.
Leadership skills, such as delegating, can be seen much the same way. Good leaders
know when and to whom a particular task should be delegated (knowledge);
they effectively communicate their expectations concerning a
delegated task (behavior); and they check to see whether the
task was accomplished in a satisfactory manner (criteria).
Thus a leadership skill is knowing when to act, acting in a
manner appropriate to the situation, and acting in such a way
that it helps the leader accomplish team goals.
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Three-dimensional theory – Kurt Lewin
Autocratic
Take decisions on their own. Effective when there is no need for involvement of
people in decision making and their motivation would lower down if they are not
involved.
Democratic
Involve people in decision making, can be difficult when options differ widely and
is difficult to arise at one conclusion.
Laissez-faire
Minimum level of involvement of people in decision
making.. At times may create chaos.
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Early Leadership Studies
Early Leadership Studies – Likert : Behaviour on a continuum. Four main styles of
leadership are:
• Exploitive authoritative: Responsibility lies in the hands of the people at the
upper echelons of the hierarchy. The superior has no trust and confidence in
subordinates.
• Benevolent authoritative: In a Benevolent Authoritative system, responsibility
also lies at the upper echelons of the organisation. However,
instead of inducing performance through the threat of
punishment, and therefore fear, employees are instead
motivated through a reward system. Superiors have
more trust in their employees than do managers in an
Exploitative Authoritative system. Source: [Link]
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Early Leadership Studies
• Consultative: Responsibility is spread widely through the organizational
hierarchy. The superior has substantial but not complete confidence in
subordinates. Some amount of discussion about job related things takes
place between the superior and subordinates. There is a fair amount of
teamwork, and communication takes place vertically and horizontally.
• Participative: Responsibility for achieving the
organizational goals is widespread throughout the
organizational hierarchy. There is a high level of
confidence that the superior has in his subordinates.
There is a high level of teamwork, communication, and
participation.
Source: [Link]
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Leadership Continuum
Tannenbaum and Schmidt (1969) indicated that leadership behaviour could exist
on a continuum reflecting different degrees of employee participation. One leader
might be autocratic (boss-centred), another democratic (subordinate) centred and
a third, a combination of the two styles.
Image Source: [Link]
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Leadership Continuum (Cont.)
• The boss-centred leadership style refers to the extent to which the leader
takes charge to get the work done. The leader directs subordinates by
communicating clear roles and goals, while the manager tells them what to do
and how to do it as they work towards goal achievement.
• The employee-centred leadership style refers to the
extent to which the leader focuses on meeting the
human needs of employees whilst building
relationships. The leader is sensitive to subordinates
and communicates to develop trust, support, and
respect, while looking out for their welfare.
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Ohio state: Leadership Studies
• Ohio state university developed the Leader Behavior Description
Questionnaire (LBDQ) and identified two independent dimensions of
behaviors.
• Consideration is how friendly and supportive a leader is toward
subordinates. Leaders high in consideration how concern by speaking up for
subordinates’ interests and expressing appreciation for work.
• This leadership style is People-Oriented.
• Some of the statements used to measure this factor:
• Friendliness • Supportiveness
• Mutual trust • Openness
• Respect • Concern for the welfare of
employees
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Ohio state: Leadership Studies
• Initiating structure is how much a leader emphasizes meeting work goals and
accomplishing tasks. Leaders high in initiating structure engage in task-related
behaviors like assigning deadlines and monitoring performance levels.
• This leadership style is Task-Oriented.
Some of the statements used to measure are –
• Letting group members know what is expected of them
• Maintaining definite standards of performance
• Scheduling the work to be done
• Asking that group members must follow the standard
rules & regulations
• These dimensions are independent continuums.
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Ohio state: Leadership Studies
Image Source: [Link]
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University of Michigan
• University of Michigan identified four categories of leadership behaviors that
are related to effective group performance.
• Goal emphasis and work facilitation are job-centered dimensions similar to
the LBDQ initiating structure behaviors.
• Leader support and interaction facilitation are employee- centered
dimensions similar to LBDQ consideration dimensions.
• Job centered and employee centered behaviors are
at opposite ends of single continuum.
• Findings of both university studies suggest that no
universal set of leader behaviors is always associated
with leadership success.
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The Leadership Grid
• Blake and Mouton developed a two-dimensional leadership theory called "The
Leadership Grid" that builds on the work of the Ohio State and the Michigan
studies.
• The Leadership Grid profiles leader behavior on two dimensions:
• Concern for people and
• Concern for production.
• The word “concern” reflects how a leader’s underlying
assumptions about people at work and the importance
of the bottom line affect leadership style. In that sense,
then, the Leadership Grid deals with more than just
behavior.
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The Leadership Grid
• Researchers rated leaders on a scale of one to nine, according to the following
two criteria: concern for people and concern for production.
• Concern for people: The degree to which a leader considers the needs of team
members, their interests, and areas of personal development when deciding
how best to accomplish a task
• Concern for production: The degree to which a leader
emphasizes organizational efficiency and high
productivity when deciding how best to accomplish a
task. The scores for these criteria were plotted on a grid
with an axis for each criteria.
• The most effective leaders are said to have high
concern for both people and for production.
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The Leadership Grid
Image Source: [Link]
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The Leadership Grid
1. Impoverished Management (Indifferent) (1,1)
In this style, the manager shows less concern for both production and people. It
implies the manager’s less interest in the position. In this situation minimum
effort is needed for getting the work done and sustaining organisation
membership. The leader acts as an observer, avoiding controversy and
confrontation.
2. Country Club (1-9) Management Style
Under this style the leader is highly concerned with’ the people. He tries to
establish close personal relationship.
Adequate attention to the needs of people leads to a
comfortable organisation environment and work culture.
The leader has maximum concern for people and minimum
concern for production.
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The Leadership Grid
3. Middle of the Road (5-5) Management Style
In this case, the leader gives emphasis on both production and relationship with
the people. Proper organisation performance is possible through balancing the
necessity of getting work done through maintaining morale of the people at a
satisfactory level. The leader balances tasks with concern for people through
compromise.
4. Authority-compliance (9-1) Management Style:
In this situation, the leader is mainly concerned with production and has little
concern for people. He gives emphasis on getting the tasks
done to increase production. The task is well-planned and
the authority is well-defined. This is the task-oriented or
autocratic style of leadership. The leader leads the people
with instructions and discipline.
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The Leadership Grid
5. Team (9-9) Management Style
In this case, the leader has maximum concern for both production and people.
This is the team leadership style in which the leader consults with his team and
harmonies organisational goals. Work performed by committed people and
inter-dependence through common organisational goals leads to the
relationships of trust and respect. This style is considered to be the best
leadership style.
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Research Paper Leadership influences? It depends on followers! The
relationship between the Ohio State leader behaviors,
employee self-regulatory focus, and task performance
Purpose
Building on self-expansion theory, this study suggest the effects of leader
consideration and initiating structure on employee task performance. Integrating
self-expansion theory and regulatory fit theory, the purpose
of this paper is to propose and examine the moderating
role of employee regulatory focus on the relationship
between the Ohio State leadership behaviors and
employee task performance, which was mediated by
emloyees’ creative behavior as well as citizenship behavior.
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Design/methodology/approach
Pairs of survey packages, which included group-member surveys and a group-
leader survey, were handed out to employees in organizations. The authors
collected data from 47 groups and 143 group members in 25 private companies
in the Republic of south Korea, including from financial, technology,
manufacturing, and research and development organizations.
Findings
The results showed that leader consideration exerts
significant effects on employee task performance. Also,
the authors found the moderating role of employee
regulatory promotion focus on the relationship between
leader consideration/initiating structure and employee
task performance, which were mediated by creative
behavior and citizenship behavior.
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Practical implications
study has a practical implication for leaders: leaders should pay attention to
followers in terms of what they really want and what kinds of behavior can be
beneficial for them. Otherwise, both leaders and followers may be prone to the
wasteful expenditure of time and resources. Moreover, given that regulatory
focus has a dispositional nature to a large extent (Higgins, 1997, 1998), it is more
reasonable to expect leaders to change their behavior than to expect followers to
change their regulatory focus.
Originality/value
This study contributes to the advancement of the Ohio
State leadership approach by integrating self-expansion
theory and regulatory fit theory to investigate the distinct
mechanisms and boundary conditions of its leadership
process.
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Case Study: Ratan Tata
• Ratan Tata recently retired after 20 years as the Chairman
and CEO of Tata Group, an Indian-based holding company
made up of more than 100 different firms in seven
different business sectors. As India’s largest privately held
business, this portfolio of companies generated over $100
billion in revenues in 2012 and represents 7 percent of
the Indian Stock Market. The companies in the portfolio
are quite diverse and include Tata Steel, Tata Motors, Tata
Consultancy Services, Tata Global Beverages, Tata Power,
Tata Hotels, and Tata Communications, which together
employ more than 450,000 people and operate in 80
different countries.
Image Source: [Link]
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Case Study (Cont.)
• Ratan Tata grew up in Mumbai and went to college at Cornell to get an
undergraduate degree in architecture. Tata returned to India after college and
started his career at Tata Group, as a fifth-generation family member, shoveling
limestone and handling blast furnaces at one of the Tata Steel facilities. He quickly
rose through the ranks and in 1991 became Chairman and CEO of the Tata Group.
With a love for mechanics and a streak of perfectionism, Ratan Tata engineered
several major acquisitions, including Jaguar and Land Rover car companies and
Tetley Teas.
• Under his reign Tata Group has been able to develop a
reputation for honesty, has stood up to crony capitalism
and corporate corruption, and has kept its distance from
politics. Ratan Tata was the king of the Indian corporate
scene and the company grew considerably under his
leadership. “Ratan Tata’s Legacy,” The Economist, December 1, 2012, p. 12; “From Pupil to Master: A New Bass at
Tata,” The Economist, December 1, 2012, pp. 69–70;
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Case Study (Cont.)
• Like many other portfolios, however, whereas some subsidiaries consistently
reported strong business results, others have not been very good.
• When asked by shareholders to take a more Western approach to the portfolio by
“killing, curing, or selling” underperforming companies to improve stock prices,
Tata Group dismissed these criticisms as comically machismo and short-sighted.
According to Ratan, the purpose of Tata Group was to foster nation-building,
employment, and acquiring technical skills rather than achieving quarterly
financial goals.
Questions
1. What behaviors did Ratan Tata exhibit that made him an
effective or ineffective leader?
2. What emerging entrepreneur/leaders can learn form
behaviour of Ratan Tata?
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BOOK RECOMMENDATION
Leadership Behavior DNA: Discovering Natural
Talents and Managing Differences
Authors: Lee Ellis, Hugh Massie
Publisher: FreedomStar Media (January 7, 2020)
Language: English
Paperback: 360 Pages
ISBN: 0983879397
Image Source: [Link]
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BOOK RECOMMENDATION
Based on more than 45 years of hands-on human behavioral
research and data working with millions of clients, Lee Ellis and
Hugh Massie reveal in Leadership Behavior DNA®: Discovering
Natural Talents and Managing Differences their personal stories
on how they’ve successfully helped organizations achieve their
goals by applying practical insights on human design.
Readers are empowered to:
• Grow by capitalizing on strengths and managing struggles.
• Improve communication and collaboration with people who
are different.
• Develop the full potential of each person by leading them
uniquely.
• Unify diverse teams by building trust based on understanding,
acceptance and respect.
Image Source: [Link]
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References
• Choi, D., Cheong, M. and Lee, J. (2020), "Leadership influences? It depends on followers! The
relationship between the Ohio State leader behaviors, employee self-regulatory focus, and task
performance", Personnel Review, Vol. 49 No. 2, pp. 491-515. [Link]
0386
• Hughes, R. L., Ginnette, R. C., & Curphy, G. J. (2012). LEADERSHIP: enhancing the lessons of experience. In
LEADERSHIP: enhancing the lessons of experience.
• Robbins, S. P., & Judge, T. (2007). Organizational behavior. Upper Saddle River, N.J: Pearson/Prentice Hall.
• [Link]
management-systems/
• [Link]
• [Link]
managerial-grid-with-diagram/70099
• [Link]
leader-from-an-ineffective-leader/
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Thank You
