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Behavioral Approaches to Leadership

In the late 1940s , most researchers began to shift a way from the trait approach and started to look at leadership as an observable process or activity. The goal of the so-called behavioral approach was to determine what behaviors are associated with effective leadership. The researchers assumed that the behaviors of effective leaders differed somehow from the behaviors of less effective leaders and that the behaviors of effective leaders would be the same across all situations. The behavioral approach to the study of leadership included the Michigan studies, the Ohio State studies, and the leadership grid. The Michigan leadership studies were a program of research conducted at the University of Michigan. The goal of this work was to determine the pattern of leadership behaviors that result in effective group performance. The Ohio State leadership studies were conducted at about the same time as the Michigan studies, in the late 1940s and early 1950s. During this program of research, behavioral scientists at Ohio State University developed a questionnaire, which they administered in both military and industrial settings, to assess subordinates’ perceptions of their leaders’ behavior. The Ohio State studies identified several forms of leader behavior but tended to focus on the two most common ones: consideration and initiating-structure. Yet another behavioral approach to leadership is the Leadership Grid (originally called the Managerial Grid). The Leadership Grid provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior. Job-centered leader behavior is associated with directing and monitoring the performance of subordinates.