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lies, attempt to identify a set of characteristics common among successful leaders. Some traits are considered to be innate and other traits can be developed. Studies by Stogdill (1948), Katz (1974) and others tried to identify the traits and skills of successful leaders.

Stodgill (1948) examined 124 trait studies and concluded that the impact of traits on leadership ability varies from situation to situation. Stodgill (1981), in another study, determined that traits like- vigor and persistence, drive for responsibility, initiative, self-confidence, willingness to embrace challenges and consequences, and the ability to influence others' behavior are characteristic of a effective leader. Katz (1974) came up with typologies of the technical, human, and conceptual managerial skills as predictor of management effectiveness.

Although various different traits were found to be related to different aspects of leadership effectiveness, the link between individual traits and effectiveness often were weak (Bass, 1985, Yukl, 2002). More ever, this research approach, failed to identify a set of skills and traits that all successful leaders must possess.

Behavioral Theory

The leadership behavior approach also has a long tradition, including such seminal studies as the Ohio State Leadership Studies and Michigan Leadership Studies, as well as Blake and Mouton's (1964) managerial grid, which evolved from the first two studies. Two broad categories of task oriented and relation ship oriented behavior were identified by ht e Ohio State and Michigain Studies. The Ohio State Leadership Studies of the 1940.s looked at two dimensions of leader behavior, initiating structure, and consideration. Initiating structure dealt with organizational skills while consideration was defined as behaviors that focus on the leader-subordinate relationship.

Researchers at Michigan State University examined 'identification of relationships among leader behavior, group processes, and measures of group performance' as three factors that differentiated between effective and ineffective managers that led to the finding of task oriented behaviors, relationship-oriented behaviors, and participative leadership (Yukl, 1994). Both studies revealed that the situation affected the leader's behavior even though the exact behavior for certain situations remained unidentified (Yukl, 1994).

The Managerial Grid proposed by Blake and Mouton deals with leader concerns along the dimensions of people and production (Blake and Mouton, 1964; Hoy & Miskel, 1997; Bensimon et al, 1989). Research using these models reveals that effective leaders scored high on both dimensions of tasks and relationships, while recognizing that the uniqueness of any given situation may determine if one or both dimensions was the overriding consideration.

(Bass and Avolio, 1994) found leaders who are consistent, utilize power wisely, share risks, and have high standards of conduct epitomize this theory. However, an overall assessment of leadership behavior research is that it has enjoyed only modest success linking individual behaviors to leadership effectiveness, and researchers have failed to iden本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。