GROUP 2
Chapter 3: LEADERSHIP BEHAVIOR AND MOTIVATION
Leadership behavior and motivation have established a strong relationship as the fundamental tasks for
leaders is to motivate their followers, along with promoting and maintaining effective collective
performance. Thus, in this chapter, we will dig deeper into the knowledge about four behavioral leadership
models and seven motivation theories. Indeed, managers’ personality traits and attitudes have tremendously
influenced their behavior and relationship with employees, especially regarding the Pygmalion effect.
Although leadership styles are combined of attributes, skills, and behaviors leaders use to interact with
followers, the last factor plays a crucial role due to having a relatively consistent pattern intrinsically
characterizing leaders. Related to the study of University of Iowa, two basic leadership types are autocratic
and democratic groups. Whereas the former portrays those managers actively making decisions, directly
assigning tasks and closely supervising employees, the latter tends to be participative and gives workers
more autonomy.
Besides, after having researched how leaders functioned in small groups, the University of
Michigan classified effective and ineffective leaders by comparing their behaviors based on production
levels and figured out reasons for positive groups. Thus, the scientists recognized two opposite leadership
styles in the one-dimensional background, namely job-centered and employee-centered. Whereas the
former has relied upon goal emphasis and work facilitation, focusing on getting the tasks done, the latter
depends on supportive leadership and interaction facilitation, centering human aspects and employees’
welfare. Similarly, the survey from Ohio State University generated the same results with two different
names, called initiating structure and consideration behaviors, correspondingly for the last two groups.
Nevertheless, this later research has utilized the two actions independent of one another, making it two–
dimensional; thus, four leadership styles have been developed regarding low or high levels of structure and
consideration. Though there is no absolute leadership style suiting well in all circumstances, behavioral
researches have profoundly built up the foundation to the next paradigm, contingency leadership theory.
