Leadership is examined from a behavioral perspective. Evidence is presented that shows that existing theory and research largely builds in normative preconceptions about leadership and provides no prediction and control of performance behavior. An alternative behavioral interpretation is offered. A behavioral model is presented that examines both the macro and micro contingencies affecting leader-subordinate behavior. An expanded functional analysis that includes both overt and covert contingencies is presented. Specific guidelines for a behavioral approach to the study and practice of leadership are provided.
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Davis et al. (1979) studied this question.