Leadership Chapter 4 - Style Approach

          The style approach emphasizes the behavior of the leader. This distin-guishes it from the trait approach (Chapter 2), which emphasizes the per-sonality characteristics of the leader, and the skills approach (Chapter 3), which emphasizes the leader’s capabilities. The style approach focuses exclusively on what leaders do and how they act. In shifting the study of leadership to leader style or behaviors, the style approach expanded the study of leadership to include the actions of leaders toward subordinates in various contexts.

          Researchers studying the style approach determined that leadership is composed of two general kinds of behaviors: task behaviors and relationship behaviors. Task behaviors facilitate goal accomplishment: They help group members to achieve their objectives. Relationship behaviors help subordi-nates feel comfortable with themselves, with each other, and with the situ-ation in which they find themselves. The central purpose of the style approach is to explain how leaders combine these two kinds of behaviors to influence subordinates in their efforts to reach a goal.

          Many studies have been conducted to investigate the style approach. Some of the first studies to be done were conducted at The Ohio State Uni-versity in the late 1940s, based on the findings of Stogdill’s (1948) work, which pointed to the importance of considering more than leaders’ traits in leadership research. At about the same time, another group of researchers at the University of Michigan was conducting a series of studies that explored how leadership functioned in small groups. A third line of research was begun by Blake and Mouton in the early 1960s; it explored how managers used task and relationship behaviors in the organizational setting.

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Notes:

Red      = Indowebster (fast for indonesia region)

Green   = Ziddu

Yellow = Ubuntu One