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Unit 11: Leadership Style and Theories of Leadership

by him supreme. Focus on needs of the organization was of supreme importance for him. This is the Notes
same as task orientation or initiating structure dimension. On the other hand, human relations
movement initiated by Elton Mayo and his associates in the 1920s and early 1930s argued that apart
from Considering the task important, it was also beneficial to look into human affairs, interpersonal
relations being the real power-centres in the organizations. The factions of the leader, as emphasized
by this theory, were also to facilitate cooperative goal attainment among followers. Individual needs,
growth and development of the workers were also equally important. This is the same as relationship
orientation dimension. But, in the 1950s and 1960s three theoretical considerations were verified
and validated on the basis of liberal empirical research. They were also operationally defined so
that their measurement could be possible. Not all of these experts have, however, defined these
dimensions exactly in the same way. According to Stogdill (l963) each of his system-oriented and
personoriented dimension of leader behaviour was thought to be consisting of six sub-sets of
behaviour as follows :
(a) Systems-Oriented Behaviour Dimension : Iis consists of the following six types of behaviours:
(i) Production emphasis
(ii) Initiating structure : i.e., establishment and clarification of roles, setting standards, assigning
tasks of others and telling them what is expected of him and of others.

(iii) Representation : It entails acting as the spokesperson of the group, publicising the activities
of the group, speaking for the group.
(iv) Role Assumption : Active exercise of the leadership position as opposed to surrendering it,
exercising authority, assuming responsibility.

(v) Persuasiveness : Having firm conviction and also convincing others of his point of view,
being assertive.
(vi) Superior-Orientation : Maintaining cordial relations with the superiors, exercising influence
with higher authorities.
(b) Person-Oriented Behaviour Dimension : This also consists of the following six subsets of
behaviours :
(i) Tolerance of Uncertainty : It means leader’s ability to accept postponement and
indefinitensess without becoming anxious or upset waiting patiently for results.
(ii) Consideration : Leader’s regard for the comfort, well-being, status and contribution of
followers.
(iii) Tolerance of Freedom : Permissiveness.

(iv) Demand Reconciliation : Resolving complex problems efficiently, dealing with conflict
demands.
(v) Integation : Maintaining a closely well-knit group.
(vi) Predictive Accuracy : Able to anticipate outcomes, interpreting trends.
Stogdill, however, said that no leader can be wholly system-oriented or wholly person-oriented.
According to Brown (1967) leaders can be classified into three categories :
(a) More system-oriented and less person-oriented.
(b) More person-oriented and less system-oriented.
(c) Equally system and person oriented. This is called by him a transaction style. It has been found
that highly transactional style is associated with most measures of leader effectiveness.

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