ASSUMPTIONS:

Leaders can be made, rather than are born.

Successful leadership is based in definable, learnable behavior

DESCRIPTION: Behavioral theories of leadership do not

seek inborn traits or capabilities. Rather, they look at what leaders actually do. If success can be defined in terms of describable actions. Then it should be relatively easy for other people to act in the same way. This is easier to teach and learn, then to adopt the more ephemeral “traits” or capabilities

Behavioral is a big leap from Trait Theory, in that it assumes that leadership capability can be learned, rather than being inherent. This opens the floodgates to leadership potential from those who will never have the chance.

This theory is relatively easy to develop, as you simply assess both leadership, success and the actions of leaders. It can correlate statistically significant behaviors with success and can also identify behaviors which contribute to failure.

This implies that leaders can be trained focus on the way of doing things.

Structure based behavioral theories focus on the leader instituting structures-task oriented

Relationship based behavioral theories – focus on the development and maintenance of relationships-process oriented

Associate Theory:

One concept based largely on the behavioral approach to leadership effectiveness was the Managerial Grid (or Leadership Grid), which was developed by Robert Blake and Jane Mouton.

This model was composed of the different leadership styles. These styles were relation between a manager’s concern for people, concern for production and his motivation. The motivation dimensions really provides the underlying motive of the leader behind a successful leadership style.

1.9 9.9

5.5

1.1 9.1

HIGH.

LEADERSHIP STYLES ASSOCIATED WITH MANAGERIAL GRID:

The Indifferent or Impoverished (1.1)

The Country Club or Accommodating ( 1.9)

The Statusquo or Middle-of-the-Road (5.5)

The Dictatorial or Produce, Perish or Control (9.1)

The Sound or Team (9.9)

7 KEY BEHAVIORS ASSOCIATED WITH THE MANAGERIAL GRID MODEL

Behaviors Initiative

Inquiry

Advocacy

Decision

Conflict

Critique

Resilience

Behavior Theories of Leadership

Continuum of Leader Behavior (Autocratic to Democratic)

BOSS

CENTERED

LEADERSHIP

CONTINUUM SUBORDINATE

CENTERED

LEADERSHIP

Use of authority by manager <----------------------> Freedom for subordinates

Manager makes

decision and

accounces it

Manager "sells"

decision

Manager presents

ideas and invites

questions

Manager presents

tentative decision

subject to change

Manager presents

problem, get

suggestions, makes

decision

manager defines limits;

asks group to make

decision

Manager permits

subordinate to function

within limits defined by

superior

TELL SELL CONSULT SHARE

Let’s keep in mind that whatever role each one of has at work or at home, everyone is an influencer. You are a leader, even if only of yourself.

Remember, LEADERSHIP is getting results in a way that inspires trust. It’s maximizing both your current contribution and your ability to contribute in the future by establishing the trust that makes it possible.

More specifically, it’s about the 13 Behaviors that are common to high-trust leaders and people throughout the world. These behaviors are powerful because…

These 13 Behaviors will significantly enhance your ability to establish trust in all relationships – both personal and professional.

Be honest. Tell the truth. Let people know where you stand. Use simple language. Call things what they are. Demonstrate integrity. Don’t manipulate people or distort facts. Don’t spin the truth. Don’t leave false impressions.

Genuinely care for others. Show you care. Respect the dignity of every person and every role. Treat everyone with respect, especially those who can’t do anything for you. Show kindness in the little things. Don’t fake caring. Don’t attempt to be “efficient” with people.

Tell the truth in a way people can verify. Get real and genuine. Be open and authentic. Err on the side of disclosure. Operate on the premise of “What you see is what you get.” Don’t have hidden agendas. Don’t hide information.

Make things right when you’re wrong. Apologize quickly. Make restitution where possible. Practice “service recoveries.” Demonstrate personal humility. Don’t cover things up. Don’t let pride get in the way of doing the right thing.

Give credit freely. Acknowledge the contributions of others. Speak about people as if they were present. Represent others who aren’t there to speak for themselves. Don’t bad-mouth other behind their backs. Don’t disclose others’ private information.

Establish a track record of results. Get the right things done. Make things happen. Accomplish what you’re hired to do. Be on time and within budget. Don’t overpromise and under deliver. Don’t make excuses for not delivering.

Continuously improve. Increase your Capabilities. Be a constant learner. Develop feedback systems – both formal and informal. Act on the feedback you receive. Thank people for feedback. Don’t consider yourself above feedback. Don’t assume today’s knowledge and skills will be sufficient for tomorrow’s challenges.

Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously in conversation. Remove the “sword from their hands.” Don’t skirt the real issues. Don’t bury your head in the sand.

Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don’t violate expectations. Don’t assume that expectations are clear or shared.

Hold yourself accountable. Hold others accountable. Take responsibility for results. Be clear on how you’ll communicate how you’re doing – and how others are doing. Don’t avoid or shirk responsibility. Don’t blame others or point fingers when things go wrong.

Listen before you speak. Understand. Diagnose. Listen with your ears – and your eyes and heart. Find out what the most important behaviors are to the people you’re working with. Don’t assume you know what matters most to others. Don’t presume you have all the answers – or all the questions.

Say what you’re going to do. Make commitments carefully and keep them. Make keeping commitments the symbol of your honor. Don’t break confidences. Don’t attempt to “PR” your way out of a commitment you’ve broken.

Demonstrate a propensity to trust. Extend trust abundantly to those who have earned your trust. Extend conditionally to those who are earning your trust. Learn how to appropriately extend trust to others based on the situation, risk, and credibility (character and competence) of the people involved. But have a propensity to trust. Don’t withhold trust because there is risk involved.

“The call to leadership is a consistent pattern in the Bible.”