[MUSIC] So let's look at the second set of prospectives behavioral theories. So in contrast to the trade theories which basically ask what characteristics should leaders have in order to be effective. This set of theories, this set of perspectives focuses on what people do. So it said well, it's really not only about who are, what your characteristics are, but in essence, if we want to understand leadership and knowing that leadership is a process, so it's something that's happening over time, we really need to focus on what people do in order to be effective. And there has been a variety of perspectives starting to enter these questions. What do effective leaders do? So let me show you, let's say the overall conclusion of many of this perspective. If we look for example at two main overall research programs, the Ohio State studies and also the Michigan studies. They've really focused on two related set of dimensions. So, the first of these dimensions is where they said leaders should show behavior that is task-oriented. So it's focused on what people do. It's really focused on managing the work, structuring the tasks that need to be done, providing an overview of who does what, caring for outputs and caring for results. The second I mentioned is behaviors that are relationship oriented. So these are the type of behaviors by which leaders show consideration for others taking into account people's specific circumstances, their needs, their specific interests that they have. So, this is what these two set of studies proposed where they say overall if we want to understand what leaders do, what behaviors they show in their process of influencing others, we really need to understand the task oriented and relationship oriented behaviors. And then the question of course is, how much of these dimensions do we want? What do you think? Take a moment to reflect for yourself what you think do effective leaders do? Did you write something down for the leader that you admired? In terms of task oriented behavior. Maybe the person you admired did a lot in structuring in providing clear goals, output expectations that will all go in the direction of task oriented behaviors. Or maybe you write something that you felt that the person really cared for you. You felt this person really managed to keep up a good interpersonal relationship. This would really be related to the dimension of relationship oriented behaviors. So what do you think? What would you want? A leader focused on the work, the task, the results, the output, or a leader focused on the person, on you, the interest, and the relationships. Well, guess what? We want both. The most effective leaders are able to demonstrate a high concern for the task, for the work and a high concern for the people that they lead. Are the two mutually exclusive? No. Because you can at the same time demonstrate a really highly output result oriented behavior and at the same time provide this care for people and take into account their interest. This is the key finding of the behavioral approaches to leadership. So remember, we want to understand the behavior, what people do, how this looks like, and we know now that leaders should show behaviors, in both the task and their relationship oriented dimensions. Now knowing this maybe take a moment again to reflect on the leader that you admire, and analyse his or her behaviour. Even more specifically, knowing these two dimensions. Can you see something in this person that is more task oriented, more relationship oriented? How did the interaction look like? How was this person able to demonstrate these two dimensions at the same time? So when you have that we're going to be continuing with yet another set of perspectives called contingency theories. Let's continue with that. [MUSIC]