ORGANIZATIONAL BEHAVIOURLEADERSHIP

INTRODUCTION
Leadership is the ability to influence a group towards the achievement of a vision or set of goals. The source of this influence may be formal, such as that provided by managerial rank in an organization. Organizations need strong leadership and strong management for optimal effectiveness. We need leaders today to challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions.

They perform the following roles 1.Fixer 2.Connector 3.Gatekeeper 4.Truth teller 5.Visionary

6.Exemplar
7.Enforcer 8.Facilitator

BEHAVIORUAL THEORY
Behavioral theory believes that managers leadership potential can be trained into effective leadership to achieve favorable outcomes.

Behavioral theories focus more on patterns of leadership behavior than on the individual leader.

It suggests that certain behavioral patterns may be identified as leadership styles.

This theory believes that leaders are made, not born. Leadership can be learned and is not automatic.

MICHIGAN STUDIES
1.Based on research done at Michigan University, managerial behavior can be of two types: a)Job centered pay close attention to sub-ordinates work, and are interested in performance b)Employee centered interested in developing a cohesive work group and ensuring employee satisfaction. 2.The approach suggests leaders may be extremely jobcentered, extremely employee centered, or somewhere in between.

OHIO STATE STUDIES

1.Based on studies at Ohio State university, again, managerial behavior can be of two types :
a)Initiating-structure the leader clearly defines leadersubordinate roles b)Consideration behavior concern for subordinates; attempts to form warm, friendly climate. 2.The Ohio States research was not one-dimensional like Michigans.

THE MANAGERIAL GRID

By Robert R. Blake and Jane S . Mouton

(1964)

THE MANAGERIAL GRID

HIGH
9 8 7

CONCERN 5 FOR PEOPLE 4

3 2 1 0 1 2 3 4 5 6 7 8 9

LOW

CONCERN FOR RESULTS

HIGH

THE MANAGERIAL GRID

HIGH
9 8 7

1,9

9,9

CONCERN 5 FOR PEOPLE 4

3 2 1 0

5,5 1,1
1 2 3 4 5 6 7

9,1
8 9

LOW

CONCERN FOR RESULTS

HIGH

THE MANAGERIAL GRID

HIGH
9 8 7

LOW PRODUCTION/ LOW PEOPLE

CONCERN 5 FOR PEOPLE 4

3 2 1 0

IMPOVERISHED LEADERSHIP STYLE

1,1
1 2 3 4 5 6 7 8 9

LOW

CONCERN FOR RESULTS

HIGH

IMPOVERISHED STYLE
Description: A delegate- and- disappear management style . A basically lazy approach Characteristics: The manager shows a low concern for both people and production. He avoids to get into trouble. His main concern is not to be held responsible for any mistakes Results :disorganization, dissatisfaction and disharmony due to lack of effective leadership

THE MANAGERIAL GRID

HIGH
9 8 7

1,9
COUNTRY CLUB LEADERSHIPST YLE LOW PRODUCTION / HIGH PEOPLE

CONCERN 5 FOR PEOPLE 4

3 2 1 0 1 2

LOW

CONCERN FOR RESULTS

HIGH

COUNTRY CLUB LEADERSHIP STYLE

Description: One-sided, thoughtful attention to the needs Of employees Characteristics: The relationship oriented manager has a high concern for people but a low concern for production . He pays much attention to the security and the comfort of the employees. He hopes that this will increase the performance. He is almost incapable of employing the more punitive ,coercive and legitimate powers . The inability results from fear that using such powers can risk relationships with the other team members Results : A usually friendly atmosphere but not necessarily productive due to lack of direction and control

THE MANAGERIAL GRID

HIGH
9 8 7 HIGH PRODUCTION/ LOW PEOPLE

CONCERN 5 FOR PEOPLE 4

3 2 1 0 1 2 3 4 5

PRODUCE LEADERSHIP STYLE

9,1
6 7 8 9

LOW

CONCERN FOR RESULTS

HIGH

PRODUCE / PERISH/ AUTHORITARIAN LEADERSHIP STYLE

Description: Authoritarian or compliance leader Characteristics: the task oriented leader is autocratic ,has high concern for production and low concern for people. He provides the employees with money and expects performance in return. He pressures the employees through rules and punishments to achieve the company goals Results : high output is achievable in short term, much . will be lost through an inevitable high labour turnover

THE MANAGERIAL GRID

HIGH
9 8 7

1,9

PATERNALISTIC LEADERSHIP STYLE

CONCERN 5 FOR PEOPLE 4

3 2 1 0 1 2 3 4 5 6 7

9,1
8 9

LOW

CONCERN FOR RESULTS

HIGH

PATERNALISTIC LEADERSHIP STYLE

Leaders who use (9,1) produce leadership style and (1,9) country club leadership style but do not integrate the two A type of fatherly managerial style typically employed by dominant males where their organizational power is used to control and protect subordinate staff that are expected to be loyal and obedient. In its paternal aspect, it is in the line of a father being firm though has good intentions in the life of one's children and in the business limelight, the employees. Just like most paternal beings are, except for those dads who keep saying: "I told you", the typical paternalistic manager most of the times explains the specific reason as to why he has taken certain actions in management and for his employees. He is very far from being autocratic and looks after the harmony within his or her team. A manager with a paternalistic leadership style might be appropriate for a business with a more formal and hierarchical structure where creative thinking is not required of staff. "This is the 'benevolent dictator' who acts in a gracious manner but does so for the purpose of goal accomplishment," They treat people as though they were disassociated with the task. It features praise , support and discourages challenges on their own thinking No fix place in the grid

THE MANAGERIAL GRID

HIGH
9 8 7 MEDIUM PRODUCTION/ MEDIUM PEOPLE

CONCERN 5 FOR PEOPLE 4

3 2 1 0

5,5
MIDDLE OF THE ROAD LEADERSHIPST YLE 1 2 3 4 5 6 7 8 9

LOW

CONCERN FOR RESULTS

HIGH

MIDDLE OF THE ROAD LEADERSHIP STYLE

Description: The manager tries to balance between the competing goals of the company and the needs of the workers Characteristics: The manager gives some concern to both people and production ,hoping to achieve acceptable performance. Results :Compromises in which neither the production nor the people needs are fully met

THE MANAGERIAL GRID

HIGH
9 8 7 TEAM MANAGEMENT LEADERSHIP STYLE HIGH PRODUCTION/ HIGH PEOPLE

9,9

CONCERN 5 FOR PEOPLE 4

3 2 1 0 1 2 3 4 5

LOW

CONCERN FOR RESULTS

HIGH

TEAM MANAGEMENT LEADERSHIP STYLE

Description: The ultimate. The manager pays high concern to both people and production . Motivation is high Characteristics: The manager encourages team work and commitment among employees. This style emphasizes making employees feel a part of the company and involving them in understanding organizational purpose and determining production needs Results :Team environment based on trust and respect, which leads to high satisfaction and motivation and as a result high production

OPPORTUNISTIC LEADERSHIP STYLE

Opportunists, a title that reects their tendency to focus on personal wins and see the world and other people as opportunities to be exploited. Their approach to the outside world is largely determined by their perception of controlin other words, how they will react to an event depends primarily on whether or not they think they can direct the outcome It features exploitation and manipulation It doesnt have a fix place on the grid The manager may adopt which ever behaviour he wants that offers the greatest personal interest It is different from situational leadership

THE MANAGERIAL GRID

HIGH
9 8 7

1,9

9,9

CONCERN 5 FOR PEOPLE 4

3 2 1 0

5,5 1,1
1 2 3 4 5 6 7

9,1
8 9

LOW

CONCERN FOR RESULTS

HIGH

LEADERSHIP THEORIES
TRAIT THEORY GHISELLI BASES OF INFLUENCE (POWER)

FRENCH & RAVEN

TRAIT APPROACHES TO LEADERSHIP

GHISELLI
LEADERS ARE BORN, NOT MADE

PHYSICAL CHARACTERISTICS
APPEARANCE, HEIGHT, AGE

PERSONALITY
EXTROVERSION, PERSISTENCE, SELF-ASSURANCE, DECISIVENESS

INTELLIGENCE
KNOWLEDGE, ABILITY, JUDGMENT

SOCIAL CHARACTERISTICS
TACT, DIPLOMACY, SOCIABILITY, FLUENCY

THE BIG FIVE PERSONALITY TRAITS *** EXTROVERSION

(AMBITION, ENERGY)

** CONSCIENTIOUSNESS ** OPENNESS TO EXPERIENCE * EMOTIONAL STABILITY AGREEABLENESS

(SELF-CONFIDENCE)

SUMMARY OF TRAIT APPROACHES TO LEADERSHIP

ASSUMPTION
LEADERS ARE BORN, NOT MADE!

IMPLICATION
WE MUST BE VERY CAREFUL IN HOW WE SELECT OUR LEADERS

LIMITATIONS
IT OVERLOOKS THE NEEDS OF FOLLOWERS

IT IGNORES SITUATIONAL FACTORS

CAUSE AND EFFECT ARE NOT CLEARLY DEFINED

DO SELF-CONFIDENT LEADERS CAUSE FIRMS TO BE SUCCESSFUL, OR DOES A SUCCESSFUL FIRM ALLOW A LEADER TO FEEL SELF-CONFIDENT?

LPC Theory

LPC stands for Least-preferred co-worker.

It was developed by Fred Fiedler First Situational theory of leadership. Identified Two Styles of leadership
a) Task Oriented b) Relationship Oriented

LPC measure
Measures leadership style by means of a controversial questionnaire called LPC measure. Manager/Leader has to describe a specific person with whom he or she wants to work least with. 16 scales each ends has a positive or negative adjective. Example: Helpful _ _ _ _ _ _ _ _ Frustrating 8 7 6 5 4 3 2 1 Tense _ _ _ _ _ _ _ _ Relaxed 1 2 3 4 5 6 7 8 High total Relationship oriented Low score Task oriented

PATH-GOAL THEORY
The Path-Goal theory of leadership is a theory suggesting that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify with the subordinates the kinds of behavior that will lead to goal accomplishment, and the valued rewards- that is, a leader should clarify the paths to goal achievement.

Leaders are made, not born, and how they develop is critical for organizational change.