Group 1 Human Behavior in Organization Leadership

N a t u r e o f L e a d e r s h i p Definition Is the process of providing direction and influencing individuals or groups to achieve goals. As a process, leadership is the use of non-coercive influence influence to direct and coordinate the activities of group members to meet a goal. As a property, leadership is a set of characteristics attributed to those who are perceived to use such influence successfully. Influence as a major factor of Leadership Is the ability to affect the perceptions, beliefs, attitudes, motivation and/or behaviors of others.

Effective Leaders are concerned with (According to Warren Bennis) doing the right things rather than doing things right. The right things include the following: a. The ability to create and communicate a vision of what the organization should be. b. The ability to communicate with and gain the support of multiple constituencies. c. The ability to persist in the desired direction even under bad conditions. d. The ability to create the appropriate culture and to obtain the desired results. LEADERSHIP VERSUS MANAGEMENT

Group 1 Human Behavior in Organization Leadership

T H E O R I E S

O F

L E A D E R S H I P

a. Trait Theories of Leadership Great Man Theory of Leadership known today as Great Person Theory A theory holding that leaders are born, not made, and that the traits necessary to make a person an effective leader are inherited. Common Traits Associated with Leadership o o o o o o o o o o o Energy Appearance Intelligence Judgement Verbal Fluency Achievement drive Adaptability Aggressiveness Enthusiasm Extroversion Initiative o o o o o o o o o o Insightfulness Integrity Persistence Self-confidence Sense of Humor Tolerance for Stress Interpersonal Skills Prestige Socioeconomic Position Tact

CORE TRAITS o Drive refers to the amount of ambition, achievement, motivation, persistence, tenacity and initiative the people posses. o Leadership Motivation- refers to a persons desire to lead, influence others, assume responsibility and gain power. o Honesty and Integrity o Self Confidence o Cognitive Ability o Knowledge of Business o Charisma- a leaders ability to inspire emotion and passion in her followers and cause them to identify with the leader. o Emotional Intelligence - is the ability to identify, assess, and control the emotions of oneself, of others, and of groups. b. Behavioral Theories of Leadership University of Michigan Studies Institute of for Social Research Conducted by Renis Likert, Daniel Katz and Robert Kahn.

Group 1 Human Behavior in Organization Leadership

Two distinct styles of leader behavior: a. Job-centered Leadership Style A leadership behavioral style that emphasizes employee tasks and the methods used to accomplish them, b. Employee-centered Leadership Style A leadership behavioral style that emphasizes employees personal needs and the development of interpersonal relationships. Ohio State University Studies Conducted by Ralph Stogdill and Edwin Fleishman. Emphasized a two-dimensional view of leaders behavior.. The two independent dimensions of leadership behavior examined were: a. Consideration- refers to the behavior that expresses friendship, develops mutual trust and respect, and builds strong interpersonal relationships with subordinates. b. Initiating Structure- includes behavior that establishes well-defined interpersonal relationships with patterns of organization and communication, defines procedures and delineates the leaders relationships with subordinates. - Managerial Grid By Robert R. Blake and Jane S. Mouton Is a method of evaluating leadership styles. Based on leadership style dimensions of concern for people and concern for production, which essentially minors the dimensions of consideration and structure. Known today as Leadership Grid

Group 1 Human Behavior in Organization Leadership

c. Contingency Theories of Leadership Effectiveness Developed by Fred Fiedler. States that the effectiveness of a leader depends on the interaction of the leaders behavioral style with certain characteristics of the situation. Theory that contends that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others.

Group 1 Human Behavior in Organization Leadership

*Leader Style Leaders behavior is based on the motivational needs. The most important needs of leaders, according to Fiedler, are interpersonal-relationship needs and task-achievement needs. Esteem for the Least Preferred Co-Worker (LPC) Questionnaire a questionnaire used with Fielders contingency model of leadership effectiveness to assess leadership style in terms of how task-oriented or relationship oriented a leader is. LOW LPC SCORE indicates a task-oriented leader whose taskachievement needs have first priority. HIGH LPC SCORE indicates that leader has a relationshiporiented style where interpersonal relationship needs have first priority. *Situational Characteristics - includes: a. Leader-member relations- refers to the amount of respect and support subordinates have for a leader. b. Task structure- the degree to which tasks are simplified and easy for the group to understand.

Group 1 Human Behavior in Organization Leadership

c. Position Power- the degree to which the leader can reward, punish, promote or demote employees in the group. *Situation Favorableness determined by the amount of influence a leader has. *Leadership Effectiveness determined by the interaction of the leaders style of behavior and the favorableness of the situational characteristics. d. The Path-Goal Leadership Theory developed by Martin Evans and Robert House. Focuses on the leaders effect on subordinates motivation. A theory of leadership based on expectancy theory, which states that leader effectiveness depends on the degree to which a leader can enhance the performance expectancies and valences of her subordinates. 1. Leader Behavior and Situational Factors focuses on several types of leader behavior. The types of leader behavior are the following: a. Directive leadership- characterized by providing guidelines, letting subordinates know what is expected of them, setting definite performance standards and controlling behavior to ensure adherence to rules. b. Supportive leadership- characterized by friendliness and concern for subordinates well-being, welfare and needs. c. Achievement-oriented leadership- characterized by setting challenging goals and seeking to improve performance. d. Participative leadership- characterized by sharing information, consulting with subordinates and emphasizing group decision making. e. Upward-influencing leadership- characterized by actions intended to maintain good rapport between the leader and his superior and to influence his superior to act favorably on behalf of the leaders group members. 2. Interaction of Leader Behavior and Situation TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP Transactional Leadership is a leadership style that is based on the exchange of relationship between subordinates and the leader.

Group 1 Human Behavior in Organization Leadership

Transactional leaders are characterized by displaying contingent reward behavior and active management-byexception behavior.

Transactional leaders have the following characteristics: a. They understand what their followers want to receive from their work and they attempt to give the followers what they desire, if the followers performance merits reward. b. They clarify the links between performance and reward. c. They exchange rewards and promises or rewards for specified performance levels. d. They only respond to the interests of the followers if the followers are performing satisfactorily. Transformational Leadership is a leadership style that involves motivating followers to do more than expected, to continuously develop and grow, to develop and increase their level of selfconfidence, and to place the interests of the team or organization before their own. Transformational leaders display charisma, intellectually stimulate their subordinates and provide individual consideration of subordinates. Transformational leaders have the following characteristics: a. They increase followers awareness of the necessity of achieving valued organizational outcomes, a vision and the required strategy for realizing the vision of the outcomes. b. They encourage followers to place the interest of the team, organization, or larger collective before their own personal interests. c. They raise the level of followers needs so that they continuously try to develop and improve themselves while striving for higher levels of accomplishment.

Group 1 Human Behavior in Organization Leadership

GLOBAL DIFFERENCES IN LEADERSHIP GLOBE Global Leadership and Organizational Behavior Effectiveness A worldwide project funded by The U.S. National Science Foundation, headed by Robert House. To examine whether leadership differs across different cultures and whether the effectiveness of different types of leadership varies by culture. Its meta-goal is to develop an empirically based theory to describe, understand and predict the impact of culture variables on leadership, organizational processes, and the effectiveness of the leader and the processes.

Nine Dimensions of Culture that Differentiates Societies and Organization: 1. Power Distance- the degree to which members of a collective expect power to be distributed equally. 2. Uncertainty Avoidance- is the extent a society, organization or groups rely on norms, rules and procedures, to alleviate the unpredictability of future events. 3. Humane Orientation- the degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring and kind to others. 4. Collectivism I- the degree to which organizational and societal institutional practices encourage and reward the collective distribution of resources and collective actions. 5. Collectivism II- the degree to which individuals express pride, loyalty and cohesiveness in their organizations or families. 6. Assertiveness- the degree to which individuals are assertive, confrontational and aggressive in their relationship with others. 7. Gender Egalitarianism- the degree a collective minimizes gender inequality. 8. Future Orientation- the extent to which individuals engage in future-oriented behaviors. 9. Performance Orientation- the degree to which a collective encourages and rewards group members for performance improvement and excellence.

Group 1 Human Behavior in Organization Leadership

Description of the ideal leader for various cultural clusters: 1. Anglo Cluster (Australia, Canada, England, Ireland, New Zealand, South Africa (white sample) and United States): The Ideal leader demonstrates charismatic influence and inspiration while encouraging participation. Ideal Leaders are viewed as being diplomatic, delegating authority and allowing everyone to have their say. 2. Arabic Cluster (Egypt, Morocco, Turkey, Kuwait and Qatar): Ideal leaders need to balance a paradoxical set of expectations. On one hand, they are expected to be charismatic and powerful, but on the other, they are expected not to differentiate themselves from others and to have modest styles. Leaders are also expected to have a great deal of power and control and to direct most directions and actions. 3. Germanic Cluster (Austria, Germany, The Netherlands and Switzerland): The ideal leader is one who is charismatic, highly team-organized and participative. 4. Southern Asia Cluster (India, Indonesia, Iran, Malaysia, Philippines and Thailand): The ideal leader is humane, participative and charismatic. Leaders are expected to be benevolent while maintaining a strong position of authority.

References: Organizational Behavior: A Strategic Approach - Hitt, Miller and Colella - Year Published: 2006 - Pp. 277-308 Human Behavior in Organization - Ricky Griffin and Gregory Moorhead - 2010 Cengage Learning Asia Pte. Ltd - Pp. 276-310 Organizational Behavior: Human Behavior at Work 12th Edition - John W. Newstrom, Ph.D - 2007 McGraw Hill Companies - Pp. 158-179 Behavior in Organizations: An Experimental Approach 9th Edition - A.B. Shani, Dawn Chandler, Jean-Francois Coger and James B. Law - McGraw Hill Companies - Pp. 195-216 Organizational Behavior 9th Edition - Fred Luthans

Group 1 Human Behavior in Organization Leadership

- 2002 McGraw Hill Companies http://changingminds.org/disciplines/leadership/theories/contingency_t heory.htm http://zognition.blogspot.com/2006/03/greatest-business-leaders-of20th.html http://www.youtube.com/watch?v=AuL2wu7j7vs