Although the behaviors composing the task oriented and people- oriented leadership dimensions were similar across the two research pro- grams, there was a fundamental difference in assumptions underlying the work at the University of Michigan and that at Ohio State. Researchers at the University of Michigan considered job-centered and employee-centered behaviors to be at opposite ends of a single continuum of leadership behavior. Leaders could theoretically manifest either strong employee- or job-centered behaviors, but not both. On the other hand, researchers at Ohio State be- lieved that consideration and initiating structure were independent contin- uums. Thus leaders could be high in both initiating structure and consideration, low in both dimensions, or high in one and low in the other