Stogdill and the Ohio Team Used a Two-Dimensional Model of Leadership

Stogdill and the Ohio team used a two-dimensional model of leadership behaviour whereas Likert and Michigan placed their dimensions at either end of a continuum. This meant that it could demonstrate that:

A) 'making decisions is one of the most important functions performed by employees'
B) both employee and colleagues (or no) could be human-oriented or task-oriented but not both
C) a leader could be either human-oriented or task-oriented but not both.
D) actions such as planning the workload, of hiring and firing team members, choosing different strategies, and resource allocation could be measured