By the late 1940s, most of the leadership research had switched from trait theory to a focus on the leader’s behavior. In the continuing quest to find the one best leadership style in all situations, thousands of studies have been conducted in an attempt to identify the differences in the behavior of effective leaders versus ineffective leaders.

Behavioral leadership theories assume that there are distinctive styles that effective leaders use consistently; that is, that good leadership is rooted in behavior. In 1945, Ohio State University began a study to determine effective leadership styles. In their attempt to measure leadership styles, the researchers developed an instrument known as the Leader Behavior Description Questionnaire (LBDQ).

Respondents to the questionnaire perceived their leaders’ behavior toward them on two distinct dimensions: Initiating structure. The extent to which the leader takes charge to plan, organize, direct, and control as the employee performs the task. Consideration. The extent to which the leader communicates to develop trust, friendship, support, and respect.

At approximately the same time the Ohio State studies began, the University of Michigan’s Survey Research Center began leadership studies. Researchers at Michigan identified the same two dimensions, or styles, of leadership behavior. However, they called the two styles by different names: Job-centered. This is the same as initiating structure. Employee-centered. This is the same as consideration.

Different combinations of the two dimensions of leadership result in four leadership styles.