b) Behavioural / Style Theories（行為理論）

　　Leaders can be made rather than born.

　　Successful leadership is based on definable, learnable behaviour.

Behavioural theories of leadership do not seek inborn traits or capabilities. Rather, they look at what leaders actually do.

Behavioural theories look at what leaders actually do and are often talking about the same thing: a continuum of behaviours from:

　　Wholly task-focused, directive leadership behaviours (representing high leader control) &

　　Wholly people-focused, supportive/relational leadership behaviours (representing high subordinate discretion).

行為理論與特質(zhì)理論不同的是不會(huì)根據(jù)人的天生內(nèi)在的特性來進(jìn)行決定，而是根據(jù)領(lǐng)導(dǎo)者實(shí)際做了什么去決定。

1. The Managerial Grid（方格理論）

Leaders need to be concerned for both their people and the work needed to be done. The question is, how much attention do they pay to one or the other?

The following is a model defined by Blake and Mouton in the early 1960s.

* Authority-compliance: strong focus on task, but with little concern for people. Focus on efficiency, including the elimination of people wherever possible.

2. Continuum-Based Leadership - Ashridge Model（阿什里奇模型）

Unlike previous leadership theories, which have been presented as a polarised model, Tannenbaum and Schmidt came up with the concept of continuum.

The Ashridge Management College model suggests four distinct management styles:

3. Theory X & Theory Y（X和Y理論）

Douglas McGregor suggested that managers (in the USA) tended to behave as though they subscribed to one of two sets of assumptions about people at work: Theory X and Theory Y.