Understanding Theory I

In understanding the philosophy of leadership, one popular theory is Behavior Theory. Behavioral Theory elucidates that the different actions and processes which individuals engage in, such as teaching, learning, and observing, are the determinants of how well adept an individual is when developing their leadership skills. Rather than focusing on the traits of an individual, Behavioral Theory implies that leadership is a quality that can be learned through different experiences.

FOCUSING ON TWO DIMENSIONS: PEOPLE & TASK

More specifically in reference to behavioral theory, there are two dimensions which leaders may focus on; People dimenson and Task Dimension. The people dimension focuses on the qualities and values of the interpersonal relations, interactions, and connections between an individual leader and those who they work with (subordinates, supervisors, associates, etc.). Whereas the Task Dimension focuses on variables related to the preparation, organization, and execution of the actual work content and logistics of the tasks and goals that need to be achieved.

When analyzing how a leader balances these two dimensions, an individual's leadership style can be determined. Typically an analysis of these two dimensions are assessed with surveys or questionairres. Based on a questionairre and in refernce to a X-Y axis graph, there are 4 different types of leadership styles.

1.) Impoverished - This type of leadership style implies that there is a lack of organization and people skills. Typically, these leaders tend to not maintain strong relations nor do they have tasks organized.

2.) Country Club Leader - Someone who scores very high in the People dimension, but fairly low for the Task dimension, are considered to have a "country club" style of leadership. They maintain strong relations with their associates, but sometimes they are not so organized with tasks.

3.) Authoritarian - Authoritarian leaders tend to excel when it comes to organizing and executing tasks. They are very focused on work content, however they may seem to lack skills in building and holding healthy relationships with their associates.

4.) Leader - This leadership style scores high on both task and people dimensions. "Leaders" demonstrate strong skill in the organization and execution of tasks while also building and holding strong interpersonal relationships.

It must be noted that no leadership style is better than the other and that each leadership style is appropriate based on the dynamics of the work environment.

LEADERSHIP & DECISION MAKING

Theorists have developed three additional Leadership styles in the context of Decision Making determined by the amount of control a leader possess versus the associates have in relation to one another when finalizing decisions.

1.) Authoritarian (Autocratic) [High Control] - In an authoritarian leadership style, the leader is endowed with the power to make all the decisions. They often require little to no input from their subordinate and maintain absolute, if not most of the control when making decisions.

2.) Participative (Democratic) [Midde Control] - In a particpative leadership style, the leader is endowed with more control than their subordinates, but typically will require some input or feedback from their subordinates to come to a final decision. The subordinates play a role in the leaderhip's decision making capabilities.

3.) Delegative (Laissez-Fair) [Low Control] - In a delegative leadership style. the leader does not possess more control in decision making their subordinates. Everyone has "equal" or similar amounts of "control". Everyone provides input and a decision is made when the group comes into a consensus.

Again, it must be noted that no leadership style is better than the other and that each leadership style is appropriate based on the dynamics of the work environment.

THEORY X/Y

Theory X and Theory Y, developed by Douglas McGregor, suggests that generally there are two different types of employees.

Theory X - Assumes that employees require strict direction and coercion in order to perform the job. It suggests that employees lack ambition and are not motivated to work based on a presumption employees avoid responsibility and resent work.

Theroy Y - Assumes that employees enjoy being endowed with self-direction and self-control when committed to goals. Employees are capable of monitoring their selves and making important decisions, viewing work as a prideful responsibility.