The behavioral approach is not an ideal theory that provides organized prescriptions for better leadership behavior. In the behavioral approach, there are two dimensions: task and relationship. Through these dimensions so, different sets of frameworks are used for assessing leadership reforms more broadly. This approach does not teach leaders how to behave, but it explains the primary behavior components. This approach clearly states that leaders work toward their followers in two ways: task and relationship level. There are many types of leader-follower relationships, like some followers who want that kind of leader who continuously provides directions for their acts. Some followers want that kind of leader who is supportive of their acts. Some of the leaders are task-oriented, and some of them are relationship-oriented. (Casimir & Ng, 2010).
The behavioral approach provides the assessment of the leaders in task and relationship terms. It makes sure that leaders’ behavior impacts followers by their tasks and the relationship they create. The behavioral approach makes many positive contributions (Misumi, 1985). In previous times, leadership is categorized as a trait. After the inception of the behavioral approach, it shifted the major focus of leadership research. This approach has widened the scope of leadership. Now it is considered a crucial part to know about how the leaders behave in various situations and how they tackle those situations (Casimir & Ng, 2010). It has focused not only on an individual’s characteristics but also on how the different leaders act in various circumstances and influence their followers to follow them.
The key to effective leadership behavior is how the leader is balancing the task and relationship management. Because there is a common misunderstanding that if a leader is task-oriented, then maybe he will not play good in relationships with his followers and vice versa (Misumi, 1985). For successful leadership, the leader must understand both dimensions’ value and make sure that he is maintaining a balance between task and relationship level (Casimir & Ng, 2010). By behavioral approach, a leader can assess his good and bad qualities. He can make himself better for effective leadership. Task and relationship dimensions clarify how the leader will respond to different circumstances (Blake & McCanse, 1991).
The behavioral approach has its weaknesses like this approach does not show how leaders’ behavior can relate to performance progress. There is no consistent relationship that shows that relationship and task dimensions link with followers’ or employees’ productivity, satisfaction, motivation, productivity, and morale (Misumi, 1985). Research also shows that more considerate leaders have followers who are more satisfied with them. Besides, this approach has failed to find a universal set of behaviors for leaders, which will be effective for every situation. Researchers tried a lot to understand and make a set of behaviors for leaders, but they could not find the best solution (Blake & McCanse, 1991). There are not any described and concise behaviors in which a leader act. There is always a different behavior even sometimes for the same problem (Misumi, 1985).
The basic problem in identifying a universal set of behaviors may be the contextual element. By taking an example of research by Martin, Rowlinson, Fellows, and Liu (2012), their research has proved a situation factor that impacts leadership’s effectiveness. The situational factor is the reason due to which leaders act on behavioral or trait theory. There is a general perception of the behavioral approach that this is a high-high approach. That leader will be considered effective in task-orientation and high in relationship-orientation (Blake & McCanse, 1991; Misumi, 1985). Most effective leaders are high-high managers. But the full range of research does not support this assumption (Yukl, 2003). In other words, the behavioral approach showed that leaders impact their followers in both dimensions of task and work.
Reference
Casimir, G., & Ng, Y. N. (2010). Combinative aspects of leadership style and the
interaction between leadership behaviors. Leadership & Organization Development
Journal, 31(6), 501–517
Martin, M. T., Rowlinson, S., Fellows, R., & Liu, A. M. M. (2012). Empowering the
project team: Impact of leadership style and team context. Team Performance
Management, 18(3), 149–175.
Misumi, J. (1985). The behavioral science of leadership: An interdisciplinary Japanese
research program. Ann Arbor: University of Michigan Press.
Blake, R. R., & McCanse, A. A. (1991). Leadership dilemmas: Grid solutions. Houston,
TX: Gulf
Yukl, G. (2003). Leadership in organizations (8th ed.). Boston, MA: Pearson.
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