Ohio State Leadership Studies is Behavioral Leadership Theory. A series of studies on leadership was done by Ohio State University in 1945 to identify observable behaviors of leaders instead of focusing on their traits. Show
They found two critical characteristics of leadership either of which could be high or low or independent of one another. The research was based on questionnaires to leaders and subordinates of the organizations. These are known as the Leader Behavior Description Questionnaire (LDBQ) and the Supervisor Behavior Description Questionnaire (SBDQ). Ultimately, these studies narrowed the description of leader behavior into two dimensions:
The Ohio State Leadership Studies also showed that initiating structure and consideration are two distinct dimensions and not mutually exclusive. A low score on one does not require a high score on the other. Hence, leadership behavior can be plotted on two separate axes rather than on a single continuum, as shown in the following diagram; The 4 quadrants in the above figure show various considerations of initiating structure and consideration. In each quadrant, there is a relative mixture of initiating structure and consideration and a manager can adopt any one style. Although an early study, this is still often referenced. Notably, the two factors correlate with the people task division that appears in other studies and as preferences. The findings of Ohio State Leadership Studies suggest that effective leaders possess a strong ability to work with others and build a cohesive team that is balanced with the capability to create structure within which activities can be accomplished. 14.What was an important conclusion of the Ohio State leadership studies?a.Leadership climate was a more important de-terminant of leader behaviours than was train-ing.b.Changes in either leader attitudes or beha-viours led to enduring changes in the work en-vironment.c.Training was not an important determinant toleader behaviour.d.Training was more important than leadershipclimate in determining leader behaviour.ANS:APTS:1REF:p. 195OBJ:LO3 BLM: Knowledge15.According to the Michigan studies on leadership, which best represents a work environment character-ized by close supervision and many written rules and regulations? Get answer to your question and much more We have textbook solutions for you! The document you are viewing contains questions related to this textbook. Leadership: Theory, Application, & Skill Development Achua/Lussier Expert Verified d.employee-centredANS:CPTS:1REF:p. 195OBJ:LO3BLM: Knowledge 16.According to the Michigan studies on leadership, which statement applies to the emotional climate ofthe work situation?PTS:1REF:p. 195OBJ:LO3 Get answer to your question and much more BLM: Knowledge17.What are the important underlying behaviours of the Ohio State leadership studies?PTS:1REF:p. 196OBJ:LO3 Get answer to your question and much more BLM: Knowledge18.Which of the following applies to the impoverished manager?a.emphasizes efficient productionb.maintains the status quoc.exerts just enough effort to avoid being firedd.creates a happy, comfortable work environ-mentANS:CPTS:1REF:p. 196OBJ:LO3 BLM: Knowledge19.Which of the following applies to the “country club manager” from Blake and Mouton’s LeadershipGrid?PTS:1REF:p. 196-197OBJ:LO3 Get answer to your question and much more BLM: Knowledge20.What is the major difference between the Ohio State and Leadership Grid research? Get answer to your question and much more d.Leadership Grid addressed only attitudesANS:CPTS:1REF:p. 196-197OBJ:LO3BLM: Knowledge Upload your study docs or become a Course Hero member to access this document Upload your study docs or become a Course Hero member to access this document Conducted in the 1940s, the Ohio State Studies was one of the most important series of research in the fields of leadership and organizational behavior. It not only created the two most widely known leadership behavior categories, but it also revolutionized the way leadership is measured, studied and developed. The Ohio State University Leadership Study underscores two different behavioral views on leadership: people-oriented (consideration) and task-oriented (initiating structure). The two dimensions of leadership behavior as per the Ohio state studies are initiating structure and consideration. Consideration and Initiating Structure are two dimensions of leader behavior identified in 1945 as a result of the Ohio State Leadership Studies.
The nearly four decades of research that focused on identifying the personal traits associated with the emergence of leaders and leader effectiveness resulted in two observations. First, leader traits are important—people who are endowed with the “right stuff” (drive, self-confidence, honesty, and integrity) are more likely to emerge as leaders and to be effective leaders than individuals who do not possess these characteristics. Second, traits are only a part of the story. Traits only account for part of why someone becomes a leader and why they are (or are not) effective leaders. Still under the influence of the great man theory of leadership, researchers continued to focus on the leader in an effort to understand leadership—who emerges and what constitutes effective leadership. Researchers then began to reason that maybe the rest of the story could be understood by looking at what it is that leaders do. Thus, we now turn our attention to leader behaviors and the behavioral approaches to leadership. It is now common to think of effective leadership in terms of what leaders do. CEOs and management consultants agree that effective leaders display trust in their employees, develop a vision, keep their cool, encourage risk, bring expertise into the work setting, invite dissent, and focus everyone’s attention on that which is important.59 William Arruda, in a Fortune article, noted that “organizations with strong coaching cultures report their revenue to be above average, compared to their peer group.” Sixty-five percent of employees “from strong coaching cultures rated themselves as highly engaged,” compared to 13 percent of employees worldwide.”60 Jonathan Anthony calls himself an intrapreneur and corporate disorganizer, because same-old, same-old comms practices are dying in front of our eyes.61 Apple founder Steve Jobs believed that the best leaders are coaches and team cheerleaders. Similar views have been frequently echoed by management consultant Tom Peters. During the late 1940s, two major research programs—The Ohio State University and the University of Michigan leadership studies—were launched to explore leadership from a behavioral perspective. A group of Ohio State University researchers, under the direction of Ralph Stogdill, began an extensive and systematic series of studies to identify leader behaviors associated with effective group performance. Their results identified two major sets of leader behaviors: consideration and initiating structure. Consideration is the “relationship-oriented” behavior of a leader. It is instrumental in creating and maintaining good relationships (that is, addressing the group’s maintenance needs) with organizational members. Consideration behaviors include being supportive and friendly, representing people’s interests, communicating openly with group members, recognizing them, respecting their ideas, and sharing concern for their feelings. Initiating structure involves “task-oriented” leader behaviors. It is instrumental in the efficient use of resources to attain organizational goals, thereby addressing the group’s task needs. Initiating structure behaviors include scheduling work, deciding what is to be done (and how and when to do it), providing direction to organizational members, planning, coordinating, problem-solving, maintaining standards of performance, and encouraging the use of uniform procedures. After consideration and initiating structure behaviors were first identified, many leaders believed that they had to behave one way or the other. If they initiated structure, they could not be considerate, and vice versa. It did not take long, however, to recognize that leaders can simultaneously display any combination of both behaviors. The Ohio State studies are important because they identified two critical categories of behavior that distinguish one leader from another. Both consideration and initiating structure behavior can significantly impact work attitudes and behaviors. Unfortunately, the effects of consideration and initiating structure are not consistent from situation to situation.62 In some of the organizations studied, for example, high levels of initiating structure increased performance. In other organizations, the amount of initiating structure seemed to make little difference. Although most organizational members reported greater satisfaction when leaders acted considerately, consideration behavior appeared to have no clear effect on performance. Initially, these mixed findings were disappointing to researchers and managers alike. It had been hoped that a profile of the most effective leader behaviors could be identified so that leaders could be trained in the best ways to behave. Research made clear, however, that there is no one best style of leader behavior for all situations. At about the same time that the Ohio State studies were underway, researchers at the University of Michigan also began to investigate leader behaviors. As at Ohio State, the Michigan researchers attempted to identify behavioral elements that differentiated effective from ineffective leaders.63 The two types of leader behavior that stand out in these studies are job centered and organizational member centered. Job-centered behaviors are devoted to supervisory functions, such as planning, scheduling, coordinating work activities, and providing the resources needed for task performance. Employee-member-centered behaviors include consideration and support for organizational members. These dimensions of behavior, of course, correspond closely to the dimensions of initiating structure and consideration identified at Ohio State. The similarity of the findings from two independent groups of researchers added to their credibility. As the Ohio State researchers had done, the Michigan researchers also found that any combination of the two behaviors was possible. The studies at Michigan are significant because they reinforce the importance of leader behavior. They also provide the basis for later theories that identify specific, effective matches of work situations and leader behaviors. Subsequent research at Michigan and elsewhere has found additional behaviors associated with effective leadership: support, work facilitation, goal emphasis, and interaction facilitation.64 These four behaviors are important to the successful functioning of the group in that support and interaction facilitation contribute to the group’s maintenance needs, and goal emphasis and work facilitation contribute to the group’s task needs. The Michigan researchers also found that these four behaviors do not need to be brought to the group by the leader. In essence, the leader’s real job is to set the tone and create the climate that ensure these critical behaviors are present.65 Much of the credit for disseminating knowledge about important leader behaviors must go to Robert R. Blake and Jane S. Mouton, who developed a method for classifying styles of leadership compatible with many of the ideas from the Ohio State and Michigan studies.66 In their classification scheme, concern for results (production) emphasizes output, cost effectiveness, and (in for-profit organizations) a concern for profits. Concern for people involves promoting working relationships and paying attention to issues of importance to group members. As shown in Exhibit 13.9, the Leadership Grid® demonstrates that any combination of these two leader concerns is possible, and five styles of leadership are highlighted here.
 Exhibit 13.9 Blake and Mouton’s Managerial Grid® Source: Adapted from R. McKee and B. Carlson. 1999. The Power to Change, p.16. Blake and Mouton contend that the sound (contribute and commit) leader (a high concern for results and people, or 9,9) style is universally the most effective.67 While the Leadership Grid® is appealing and well structured, research to date suggests that there is no universally effective style of leadership (9,9 or otherwise).68 There are, however, well-identified situations in which a 9,9 style is unlikely to be effective. Organizational members of high-involvement organizations who have mastered their job duties require little production-oriented leader behavior. Likewise, there is little time for people-oriented behavior during an emergency. Finally, evidence suggests that the “high-high” style may be effective when the situation calls for high levels of initiating structure. Under these conditions, the initiation of structure is more acceptable, favorably affecting follower satisfaction and performance, when the leader is also experienced as warm, supportive, and considerate.69
Which of the following conclusions have been supported by the Ohio State Leadership Study?Conclusions of the Ohio State Leadership Studies
The Ohio State Leadership Studies concluded that: Two categories of behaviors, Initiating Structure and Consideration behavior, affect leadership performance. Effective leaders display high levels of both Initiating Structure and Consideration.
Which leadership model identifies a distinction between in groups and out groups of subordinates under a leader?Leader-Member Exchange Theory (LMX)
Leaders create "in-groups" and "out-groups", and subordinates with in-group status will have higher performance ratings, less turnover, and greater satisfaction with their superior.
When was the behavioral approach to leadership was started?During the late 1940s, two major research programs—The Ohio State University and the University of Michigan leadership studies—were launched to explore leadership from a behavioral perspective.
Which of the following statements about the two basic leader behaviors that are central to successful leadership is true?All of these statements about the two basic leader behaviors that are central to successfulleadership are true. ANS: BThese behaviors are referred to as initiating structure andconsideration. Considerationbehaviorinfluences job satisfaction, not job performance. These behaviorsdefinethe work environment.
|
Which of the following conclusions have been supported by the Ohio State leadership studies Quizlet
zusammenhängende Posts
Urheberrechte © © 2024 defrojeostern Inc.
