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Michigan and ohio leadership

ResearchA famous series of studies on leadership were done in Michigan University, starting in the1950s. They found three critical characteristics of effective leaders.

ActionsTask-oriented behaviorEffective managers studied did not do the same kind work as their subordinates. Theirtasks were different, and included planning and scheduling work, coordinating activitiesand providing necessary resources.They also spent time guiding subordinates in setting task goals that were both challengingand achievable.Relationship-oriented behaviorEffective managers not only concentrated on the task, but also on their relationship withtheir subordinates. They were more considerate, helpful and supportive of subordinates,including helping them with their career and personal problems. They recognized effortwith intrinsic as well as extrinsic reward, thanking people for effort.Overall, the effective preferred a general and hands-off form of supervision rather thanclose control. They set goals and provided guidelines, but then gave their subordinatesplenty of leeway as to how the goals would be achieved.Participative leadershipEffective leaders use a participative style, managing at the group level as well asindividually, for example using team meetings to share ideas and involve the team ingroup decisions and problem-solving. By their actions, such leaders model good team-oriented behavior.

The role of the manager is more facilitative than directive, guiding the conversation andhelping to resolve differences. The manager, however, is responsible for results and is notabsolved of responsibility. As such, they may make final decisions that takerecommendations from the team into account.The effect of participative leadership is to build a cohesive team which works togetherrather than a set of individuals.

DiscussionAlthough an early study, this is still often referenced. It is notable that the two factorscorrelate with the people-task division that appears in other studies and also aspreferences (although the preference scale generally assumes an either-or structure ratherthan two independent scales).The Michigan studies were conducted around the same time as the Ohio State LeadershipStudies , which also identified the focus on task ('Initiating Structure') and people('Consideration'). The Michigan studies added 'Participative leadership' to the Ohiofindings, moving the debate further into the question of leading teams rather than justindividuals.

Ohio ResearchA famous series of studies on leadership were done in Ohio State University, starting in the1950s. They found two critical characteristics either of which could be high or low andwere independent of one another.

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P eople oriented leaders

The people oriented leaders are focusing their behaviours on ensuring that the inner needs of the peopleare satisfied. Thus they will seek to motivate their staff through emphasizing the human relation. Peopleoriented leaders still focus on the task and the results; they just achieve them through different means.Leaders with a people focus will have behaviours that are in line with:

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University of Michigan (1950s) Lead by the famous organizational psychologist, Dr. Rensis Likert, the leadership studies at theUniversity of Michigan identified three characteristics of effective leadership; two of which werepreviously observed in studies that had been conducted at Ohio State University. The study showed thattask- and relationship-oriented behaviors weren't of major significance within the world of organizationalpsychology. However it was the third observation that introduced a new concept, one of participativeleadership!