Leadership Theory 2 By Shaimika Jones - Waldorf

Leadership Theory 2 Leadership Theory Shaimika Jones Waldorf University Leadership Theory

For the leadership theory project, I will work with the behavioral leadership theory. According to the behavioral leadership theory, leadership is not inherent rather it is an aspect that can be learned. The behavioral theory is based on the notion that behaviors can be conditioned in relation to specific stimuli (Robbins & Judge, 2019). Such is acquired through interactions with the environment and the responses to the stimuli in the environment. There are three types of leadership styles that can fall under the behavioral leadership theory among them autocratic leadership, democratic leadership and laissez-faire leadership (Tannenbaum, 1961).

I think that the behavioral leadership theory can be applied to my current place of work since the leadership style can be tailored to specific situations. As a person working in construction the work environment is often characterized by rigid rules, and control is mandatory as a means of keeping people out of harm. In such a scenario, autocratic leadership would be effective where the leaders could be responsible for making all major decisions without necessarily consulting with the peers of company teams (Behrendt, Matz & Gà¶ritz, 2017). The behavioral leadership theory can be used to improve organizational behavior and increase diversity in organizations specifically through the application of the democratic leadership style.

The democratic leadership style is one where the leaders work with their employees to make decisions, this will help the employees to feel valued, to have a better ownership sense and to feel motivated hence resulting in higher productivity (Yukl et. al., 2019). In relation to application of the behavioral leadership theory there are two possible research questions that I would investigate: 1. How can the behavioral leadership theory be used to maximize on employee productivity? 2. Is the behavioral leadership style positively and significantly related to job performance?

Paper For Above instruction

Leadership theories provide foundational frameworks that influence how leaders interact with their teams, make decisions, and shape organizational culture. Among these, the behavioral leadership theory is particularly impactful because it emphasizes that effective leadership is developed through learned behaviors rather than inherent traits. This perspective shifts the focus from innate qualities to observable actions, making leadership skills accessible to a broader range of individuals.

The core premise of behavioral leadership theory suggests that leadership effectiveness depends on specific behaviors that can be identified, taught, and refined. Robbins and Judge (2019) assert that the observable behaviors of leaders, such as communication, decision-making, and motivational techniques, play a crucial role in influencing team performance. This approach contrasts with trait-based theories that emphasize inherent qualities like charisma or intelligence. Instead, behavioral theories posit that competent leadership can be cultivated through deliberate practice and feedback, making the development process more accessible and systematic.

In practical terms, the application of behavioral leadership theory extends across various organizational settings. For instance, in high-risk industries like construction, leadership behaviors need to adapt to the environment's demands. Autocratic leadership, characterized by centralized decision-making and strict control, is often necessary in such contexts to ensure safety and compliance (Behrendt, Matz & Gà¶ritz, 2017). Conversely, in environments that foster innovation and employee engagement, democratic leadership proves more effective. This style encourages participative decision-making, empowering employees and fostering a sense of ownership and motivation (Yukl et al., 2019).

The flexibility of behavioral leadership theory allows leaders to tailor their behaviors to situational needs. For construction managers, understanding when to employ autocratic versus democratic styles can significantly impact organizational safety performance, employee satisfaction, and productivity. For example, during emergency responses or when strict adherence to safety protocols is necessary, autocratic leadership ensures quick, consistent decisions. In contrast, routine project planning or problem-solving sessions benefit from democratic approaches that leverage team input.

Furthermore, applying the behavioral leadership theory involves assessing and developing specific leadership behaviors through training and feedback mechanisms. Organizations can implement leadership development programs that focus on fostering the desired behaviors, such as effective communication, task facilitation, and participative decision-making. Such initiatives aim to improve organizational effectiveness by building adaptable leaders who can respond appropriately to varying circumstances.

Research questions emerging from the application of behavioral leadership theory highlight its potential for improving organizational outcomes. Firstly, investigating how behavioral leadership can maximize employee productivity offers practical insights into leadership development. Empirical studies suggest that leaders who demonstrate supportive, participative behaviors tend to foster higher motivation and engagement among employees, leading to increased productivity (Robbins & Judge, 2019). Secondly, exploring the relationship between behavioral leadership styles and job performance can reveal important correlations that inform leadership training and selection processes.

In conclusion, the behavioral leadership theory underscores the importance of learned behaviors that are adaptable and responsive to contextual demands. Its practical relevance is evident in industries such as construction, where safety, control, and employee motivation are paramount. By focusing on developing specific leadership behaviors, organizations can cultivate more effective leaders capable of navigating complex environments and achieving strategic goals.

References

• Behrendt, P., Matz, S., & Gà¶ritz, A. S. (2017). An integrative model of leadership behavior. The Leadership Quarterly, 28(1), 1-15.
• Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
• Tannenbaum, R. (1961). Leadership and organization: A behavioral approach. McGraw-Hill.
• Yukl, G., Mahsud, R., Prussia, G., & Hassan, S. (2019). Effectiveness of broad and specific leadership behaviors. Personnel Review, 48(3), 703-720.
• McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117-130.
• Simic, J., Ristic, M. R., Milosevic, T. K., & Ristic, D. (2017). The relationship between personality traits and managers' leadership styles. European Journal of Social Science Education and Research, 4(6), 11-19.
• Woodward, I. C. (2017). The leadership interface: Effective leadership communication for contemporary global leaders. Journal of Business Communication, 54(2), 171-195.
• McCleskey, J. A. (2014). The influence of leadership style on organizational performance. Management Research Review, 37(7), 569-591.
• Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
• Yukl, G., Mahsud, R., Prussia, G., & Hassan, S. (2019). Effectiveness of broad and specific leadership behaviors. Personnel Review, 48(3), 703-720.