By the mid-twentieth century, the inability of trait theory to explain effective leadership and the emerging human relations movement encouraged researchers to shift attention to how leadership behaviors influenced others. Behavioral studies attempt to identify the behavioral factors that differentiate effective leaders from ineffective leaders, so organizations can use discoveries to train leaders. Leadership studies conducted in the 1950s at Ohio State University and the University of Michigan produced the assumptions that drive behavior theories. This section summarizes the findings of both studies, exploring the dimensions of leadership identified by the Ohio State studies and the managerial grid that emerged from the University of Michigan studies, then considering the implications of behavioral leadership theories in a contemporary context.