AURO UNIVERSITY of Hospitality & Management

AURO UNIVERSITY
(INDIA)
The School of Management &
Entrepreneurship
Bachelor of Business Administration

Module
Leadership and
Organizational Development
Semester-IV (2015-2017)
Module Leader
Ms. Jyoti Chandwani

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www.aurouniversity.edu.in
The leaders who work most effectively, it seems to
me, never say I. And thats not because they have
trained themselves not to say I. They dont think
I. They think we; they think team. They
understand their job to be to make the team
function. They accept responsibility and dont
sidestep it, but we gets the credit.This is what
creates trust, what enables you to get the task done.
Peter Drucker

Introduction

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Inculcating a principled, diplomatic organizational culture is likely to be a difficult, challenging

process. It requires that executives be insightful about themselves and others motivated to
behave in way that emphasizes ethics, tact, interpersonal concern, empathy and kindness. These
are not necessarily what people think of first when they consider business values. They cope
with market forces which can be barriers to ethical practices. In a free market, individuals try to
maximize personal gains. This suggests s win-lose mentality: The more you get, the less is
available for me, and vice versa. Following this approach, trust, honesty and benefiting others
may not be the means to personal gains.
Leadership and business diplomacy are not just nice to do. There is a strong business
justification for these complementary business strategies. The notion that doing well and doing
well go together is not new. Many corporations recognize that social responsibility and
supporting community welfare are important elements of profitability. This also applies at the
level of each individual executive, manager and human resource professional. Principled
leadership enhances the reputation of the individual and the organization. A leaders good name
is worth more than money, and the leaders reputations as honest and ethical can be a competitive
edge.
Leaders are role models. They maintain employees loyalty possibly reducing turnover costs
and enhancing productivity. . Law often protect people against unethical and immoral behaviour
and these days especially harassment, discrimination and other forms of poor treatment are not
tolerated by employees or customers. So leadership is a form of risk management. Even when
there are cultural differences in what defines ethical business practices, maintaining high
standards let others know what they can accept and enhance the organisations and leaders stature
in business community.

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Business diplomacy, an s a means to implement leadership, is particularly valuable in todays

increasingly fast-paced, competitive, global economy. Competition drives hard bargains and
rapid decision making. Cross cultural business ventures and operations within multinational
corporations require dealing with people who have different views of the world.
Diplomacy involves recognizing and valuing differences and identifying mutual goals,
Diplomats use tact and understanding to build trust and develop relationships. This applies to
business just as it does to foreign relations or almost any interpersonal situation. Diplomacy
works well for leadership implementing change and trying to gain commitment an involvement
form members of an organisation. Diplomacy helps to develop better interpersonal relationships,
convince others of a preferable course of action and give a device and coaching to co-workers.
Diplomacy is important when others commitment is required. Business diplomacy develops a
reputation in the organizations as problems solvers. They can be relied on the issues and get
decisions made in a way that involves others and gains their commitment.
Business diplomacy is most important when there are disagreements, interpersonal conflicts and
a lot at stake. It can benefit negotiators who represent strong groups with definite viewpoints. It
can also benefit buyers and sellers who have limited resources and wan the best deal. Diplomacy
is a way to work within corporate politics to make things happen rather than get bogged down in
turf battles, resources wars and dysfunctional, unpleasant competition.
Executives and managers become accountable for their actions. How one does business is
important as what one accomplishes (for example making a profit) because the means of
business can affect the ends in the long run, if not immediately. When employees recognize that
they are responsible for their actions and face the consequences, theyre likely to act more

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mindfully. When they internalize principled leadership and business diplomacy because they are
internally rewarding as well as good for business.
There have been other generic treatment of leadership and ethical management applied business
and the military. However there is a need for human-resource perspective to understand the
nature of principled leadership, how to link with business diplomacy, and how to create
principled, diplomatic leaders and organisations.
This module teaches us how mangers and organization change agents put personal feeling aside,
avoid anger, and resolve conflicts. It describes different styles of diplomacy, such as trial
balloon, shuttle diplomacy, coalitions and co-optation. It show principled, diplomatic behaviours
result when people really listen to each other and develop their own norms and values as the
foundation for decision making, conflict resolution and negotiation. Diplomats need insights to
recognize why others are behaving as they do. They need resilience to stand up to others
objections and arguments and know how far to push. They need self-identity to focus on what
they are trying to accomplish and keep their eyes on the big picture.
Being principled leader and business diplomat requires interpersonal insight. Principled,
diplomatic leaders need to understand themselves well, including how others see them. They
need insight into human nature; that is what makes people behave the way they do. This module
covers the methods to develop self and interpersonal insight, such as nonthreatening ways of
getting valuable feedback. Principled leaders and business diplomats sight to adjust their own
behaviour to others feelings, attitudes and moods. They need to be sensitive to differences in
others, especially when multiple cultures are involved, as in the case in multinational
corporations and global business ventures.

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Organisation Development (OD) is the applied behavioural science dedicated to improving

organisations and the people in them, through the theory and practice of planned change. Today,
organisations face multiple challenges and threats-threats to effectiveness, efficiency and
probability; challenges from turbulent environments, increased competition and changing
customer demands and the constant challenge to maintain congruence among organisational
dimensions such as technology, strategy, culture and processes. Keeping organisations health
and viable in this world is indeed a daunting task.
(OD) is a process for planned change. It aims at building internal competencies in individuals
and teams in the organisational context, and at taking the organisation to higher levels of
performance by building individual, group, system and process-related competencies. It focuses
on behaviour and uses various behaviour tolls. It has a specialized body of knowledge and
therefore needs specialists to handle. It focuses on people, processes, systems, structure etc. Can
extend from individual-based interventions to structural changes and system revamps.
In order to achieve the learning outcomes, it is expected that will devote around 120 hours to
work on the module. This includes class attendance, weekly reading and self-study exercises,
course work assignments and examination revision.

Methodology:

Presentations
Lectures
Simulations and games
Case Analysis and Discussion
Learning Diary
Group Discussions
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Seminars
Workshops
Individual and Group Assignments
Each week you will be expected to attend lecture, seminar/workshop,
presentation of topics assigned and also participate in group discussions.
You would also complete a set of self-study exercises.

Organizing Principles & Values

In designing the course, its content, and operating procedures, we have
tried to adhere to a number of basic beliefs and values that are worth
making explicit:
1.

Responsibility: The students in the course are responsible, both

individually and collectively, in large measure for what goes on both in the
classroom and outside of class. The quality of class discussion depends on
all of you coming to class prepared to discuss the issues raised by the
material. Learning depends on your reading and mastery of the material.
What you learn from your group project depends on the effort you and your
colleagues expend and what you do to apply the course concepts. I will do
my utmost to facilitate the learning process, but in the end, what you gain
from the course is up to you.

2.

Implementing the Principles We Are Learning: We have tried to

organize and run the course in ways consistent with the ideas we are
teaching. These include an emphasis on teams, mutual trust and respect,
and information sharing. So, we will engage in 360 degree performance
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evaluation. We will do a lot of the course work in groups/teams, including a

project that counts for one-half the grade. And, in the everyday interactions
that occur in the course, we should strive to treat each other with respect
and trust.
3.

Fun: The material is interesting and engaging, and learning should be

fun. We will do a number of things, including using video material,
stimulating debate, and relying on your insights and examples to make the
course enjoyable.

Coverage & Depth

This module is about applying the art of principled leadership and diplomacy to business.
Principled leadership is the application of ethical business values, including mutual respect;
trust, honest, fairness, kindness and doing well. Principled leaders are executive and managers
who apply these values in their daily business lives. Business diplomacy is a way of working
with people to get things done effectively. Rather than work over, around, or through other
people, the idea of business diplomacy is to help people understand each others perspective and
reach common ground with hostility. Principled Leadership and business diplomacy are values
based management strategies. The underlying premise is that being ethical, tactful and showing
concern for others are positive, effective business strategies. Leadership and business diplomacy
are positive values and actions for successful business relationships. OD optimizes the system
by ensuring that system elements are harmonious and congruent. OD interventions focus on
aligning the individual and the organisations, aligning organisational elements and aligning the
organisation with environmental demands. The module would cover the following topics:

Leadership and different approaches : trait, skill, style, situational, psychodynamic

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Leadership theories: Contingency, Path-Goal, Leader- Member,

Types of Leadership: transformational, authentic, team, Quiet, Synthesizer, Transactional,
Charismatic, Achiever, Situational, Diplomatic, Innovative, Partner, cheerleader, autocratic,
etc.

Principled Leadership and Business Diplomacy

Diplomacy

Politics and Diplomacy

Values and strategies of Principled, Diplomatic Leadership

Learning about How Others React

Strategies for Resolving Conflict

International Business Diplomacy

Managing People: Using Principled Diplomacy to Coach and Develop Co-workers

Creating a Principled, Diplomatic Organizations

Achieving Win-Win Solutions

Overview of OD intervention

Team Intervention

Intergroup and Third Party Intervention

Comprehensive OD Interventions

Structural Interventions and the Applicability of OD

Training Experiences in OD
I.TRANSFERABLE SKILLS
PRACTISED
A. Self-Management
i.
Manage tasks and
time
B. Communication Skills
C. Problem Solving
i.
Identify key issues

TAUGHT

ASSESSED
X

for investigation in
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ii.

case studies
Constructive

problem
identification and
problem solving.
D. Learning Skills
i.
Use library skills
ii.
Develop
independence in
iii.

learning
Use a range of

X
X
X

X
X

academic skills
(analysis &
research)
E. Information Technology
i.
Use IT as a resource
for information.
F. Team Work Skills
G. Presentation Skills

X
X

X
X

WEEKWISE SCHEDULE OF THE LECTURES:

Week

Topic for the Lecture

Week1

Leadership and Types of

Leadership

Week 2

Trait Approach, Skills Approach

Week 3

Style Approach, Situational

Approach,

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Week 4

Contingency Theory, Path Goal

Theory

Week 5

Leader Member Exchange Theory,

Transformational Leadership

Week 6

Transactional Leadership,
Authentic Leadership

Week 7

Team Leadership, Psychodynamic

Approach

Week 8

Introduction to Organizational
Development, Types of
Organizational Development
Intervention

DISCLAIMER: The Module Leader can bring about any change in the
curriculum-content, evaluation-assessment parameters & style, sequence of
lectures without any prior information or notice.
Note: All written work will be passed through plagiarism detector approved
by the Examination Office.
Industrial Visit: the industrial visit would be organised according to the
permission granted by the Industries for the visit.
Guest Lecture: The guest lecture would be arranged according to the
availability of the guest (Working on the dates)

Marked Assessment
1. Presentation : weightage 10% ;
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2. Class Test : weightage 20% ;

week 6

There would be written test , the syllabus would be: Week 1 to Week

3. Project Report : weightage 20% ;

week 8

The project should be submitted in hard bound form; spiral binding

projects would not be accepted

4. Final Exam : Marks = 100 ;

weightage 50% ;

week 9

The final exam will consist of essay questions and or case study. The exact
format of the final exam will be discussed closer to the exam week. The
pattern of the end term is given at the end of the module, kindly
refer it.
EXPECTATIONS FROM STUDENTS:

Maintain Regularity and Punctuality

Auro University norms require 80% class attendance.
Students are requested to honour deadlines for submission of

projects, reports, assignments, etc.

Classes will be more knowledgeable, Intellectual and Meaningful, if

you do your assignments well before the class.

Library and VLE (Virtual Learning Environment) is your best asset.
The

accessing

the VLE contact VLE coordinator

or

the IT

department for assistance.

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Attentiveness should be strictly followed.

Come with an open mind for Assignments, Group Discussion, etc.

RIGHT OF STUDENTS:

You can look forward to access and support from faculty but not

dependence.
You are encouraged to question and challenge views, ideas and logic
of the faculty through providing your logic. You can express your

beliefs. However, beliefs without reason may be hard to deal with.

You are encouraged to make suggestions in the class to make the

course more meaningful.

You can seek outside class time from faculty for discussing any issue

related to the course.

You have right to disagree with the faculty on any issue. If the issue

needs a decision, the facultys decision will be final.

You have right to question and seek justification for the grading of the

faculty on merits of logic.

In the events of disagreement, a faulty decision would be final.

A NOTE ON EQUAL OPPORTUNITIES:

Auro University aims within its courses to provide equal access to learning to
students from diverse backgrounds, irrespective of their gender, race,
disability, sexual orientation, age, religion and maturity. If you feel this
module is not fulfilling this aim, please take it up with the module leader, or
ask your student representative to do so. Feel free also to comment on this
aspect of the module in the evaluation.
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Recommended Reading:
1. Rao, Subba P. (2011) Essentials of Human Resource Management and Industrial
Relations (Text, Cases and Games), Himalaya Publishing House
2. R. S. Dwiwedi, Managing Human ResourceR. S. Dwiwedi, Managing Human Resources
3. Sekhri, Arun (2010), Human Resource Planning and Audit, Himalaya Publishing House
4. Rao, Subba P. (2011) Essentials of Human Resource Management and Industrial
Relations (Text, Cases and Games), Himalaya Publishing House
5. Aswathappa, K. (2008), Human Resources Management (Text and Cases), Tata McGraw
Hill
6. Arun Monppa , Managing Human Resources
7. C. B. Mamori, Personnel Management
8. Dayal Raghubir (1996), Dynamics of Human Resource Development, Mittal
9. Dessler, Gary ; Varkkey, Biju (2010), Human Resource Management, Pearson
10. Dr. P. C. Pardeshi, Human Resource Management
11. Kohli, A. S. (2008). Performance Management, Oxford Higher Education
12. L. M. Prasad , Human Resource Management
13. Mirza & Zaiyadin , Human Resource Management
14. Pattanayak, Biswajeet (2005), Human Resource Management, PHI
15. Rao, T. V. (1996), Human Resource Development, Sage
16. R. S. Dwiwedi, Managing Human Resources
17. Tapomoy Deb, Human Resource Management
18. V. P. Michael, Human Resource Management

Journals
1. Journal of Organisation and Human Behaviour
2. Journal of social and Management Science
3. SCMS Journal of Indian Management
4. Prabandhan: Indian Journal of Management
5. AIMS International Journal of Management
6. South Asian Journal of Management
7. NICE Journal of Business
8. Advances in Developing HR
9. The Journal of All India Management Association
10. Asian Journal of Management Cases
11. Asia pacific: Journal of Human Resource
12. International Journal for Management Research
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13. International Journal of Marketing and Business Communication

14. Journal of Entrepreneurship and Management
15. Journal of Strategic Human Resource Management

1.
2.
3.
4.
5.
6.

Magazines
Human Capital
Forbes
Business World
Outlook
Business Today
Bureaucracy Today

MODULE LEADER: Ms. Jyoti Chandwani

Tel:91 261 4088107 Extn.107
E-mail: jyoti.chandwani@aurouniversity.edu.in

WEEK 1

INTRODUCTION TO LEADERSHIP AND ITS THEORY

Topic Overview
Leadership has been described as "a process of social influence in which a
person can enlist the aid and support of others in the accomplishment of a
common task". For example, some understand a leader simply as somebody
whom people follow, or as somebody who guides or directs others, while
others define leadership as "organizing a group of people to achieve a
common goal.
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Chapter Objectives
1.
2.
3.
4.

After studying this chapter, the students will learn the following topics:
To study the different definition of leadership
To understand the difference between Manager and Leadership
To explain the characteristics of a principled leader
To understand the importance of Leadership in an Organization
WEEK 2
TRAIT THEORY OF LEADERSHIP & SKILLS THEORY OF LEADERSHIP

Topic Overview
New methods and measurements were developed after these influential
reviews that would ultimately reestablish the trait theory as a viable
approach to the study of leadership. For example, improvements in
researchers' use of the round robin research design methodology allowed
researchers to see that individuals can and do emerge as leaders across a
variety of situations and tasks. Additionally, during the 1980s statistical
advances allowed researchers to conduct meta-analyses, in which they
could quantitatively analyze and summarize the findings from a wide array
of studies. This advent allowed trait theorists to create a comprehensive
picture of previous leadership research rather than rely on the qualitative
reviews of the past. Equipped with new methods, leadership researchers
revealed the following:

Individuals can and do emerge as leaders across a variety of situations and

tasks.
Significant relationships exist between leadership emergence and such
individual traits as:

Intelligence

Adjustment

Extraversion

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Conscientiousness

Openness to experience

General self-efficacy

While the trait theory of leadership has certainly regained popularity, its reemergence has not
been accompanied by a corresponding increase in sophisticated conceptual frameworks. Katz
identified technical skills related to the field, human skills related to communicating with people
and conceptual skills related to setting vision as the major areas that leaders need to develop.
Higher-level leaders need to be stronger on conceptual skills, whereas more hands-on leaders
need to have stronger technical skills. Mumford identified problem-solving skills, social
judgment skills and overall knowledge as the three major competencies a leader needs.
Mumford's model also acknowledged the importance of personal characteristics, performance,
career experiences and the context in which the leader worked as major factors in a leader's
effectiveness.

Learning Outcomes
After studying this chapter, the students will learn the following topics:
1. To understand the Trait Theory of Leadership along with
its importance
2. To understand how traits play an important role in
leadership
3. To understand the Applicability of Trait theory
of
leadership
4. To understand
the Skills
Theory of Leadership along with its
importance
5. To understand how skills play an important role in leadership
6. To understand the Applicability of Skills theory of leadership

WEEK 3
STYLE THEORY OF LEADERSHIP & SITUATIONAL APPROACH OF
LEADERSHIP
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Topic Overview
A different perspective to trait theory for leadership is to consider what
leaders actually do as opposed to their underlying characteristics. By the
late 1940s researchers became less concerned with identifying individual
traits of leadership and started to be more interested in leadership
behaviours. A number of models and theories have been developed to
explore this. One approach focusing on the behavior of the leader is the
style approach. This approach focuses on what leaders do and how they
act. This approach indicates that leadership is composed of two general
kinds of behaviors:
task-oriented behaviour and relationship-oriented
behaviours. Task-oriented behaviours facilitate goal accomplishment and
help group members to achieve their objectives. Relationships-oriented
behaviours help subordinates feel comfortable with themselves, with each
other, and with the situation in which they find themselves. The central
purpose of the style approach is to explain how leaders combine these two
kinds of behaviors to influence subordinates in their efforts to reach a goal.
Another approach to leadership studies is the situational approach, the
basic premise of which is that different situations demand different types of
leadership. This approach was developed by Hersey and Blanchard (1969)
based on Reddin's (1967) 3-D management style theory. A situation, within
this context, is a "set of values and attitudes with which the individual or
group has to deal in a process of activity and with regard to which this
activity is planned and its results appreciated. Every concrete activity is the
solution of a situation. Situational influences thus constrain the leader who
must adapt his or her style of leadership to the situation at hand. Situational
leadership, according to Northouse, has both a directive and a supportive
dynamic. A situationally motivated leader realizes that the skills and
motivation of any group member are not static and the mix of the leader's
supportive and directive activities must likewise change with the situation

Learning Outcomes
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After studying this chapter, the students will learn the following topics:
1.

To understand the Style Theory of Leadership along with its

importance
2. To understand how style play an important role in leadership
3. To understand the Applicability of Style theory of leadership
4. To understand the Situational Approach Theory of Leadership along
with its importance
5.To understand how Situational Approach Theory of leadership play an
important role in any organization
6.To understand the Applicability of Situational Approach Theory of
Leadership

WEEK 4
CONTINGENCY APPROACH OF LEADERSHIP & PATH GOAL

THEORY OF LEADERSHIP

Topic Overview
A contingency theory is an organizational theory that claims that there is
no best way to organize a corporation, to lead a company, or to make
decisions. Instead, the optimal course of action is contingent (dependent)
upon the internal and external situation. A contingent leader effectively
applies their own style of leadership to the right situation. The contingency
approach to leadership was influenced by two earlier research programs
endeavouring to pinpoint effective leadership behaviour. During the 1950s,
researchers at Ohio State University administered extensive questionnaires
measuring a range of possible leader behaviours in various organizational
contexts. Although multiple sets of leadership behaviours were originally
identified based on these questionnaires, two types of behaviours proved to
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be especially typical of effective leaders: (1) consideration leader

behaviours that include building good rapport and interpersonal
relationships and showing support and concern for subordinates and (2)
initiating structure leader behaviours that provided structure (e.g., role
assignment, planning, scheduling) to ensure task completion and goal
attainment.
The pathgoal theory, also known as the pathgoal theory of leader
effectiveness or the pathgoal model, is a leadership theory developed
by Robert House, an Ohio State University graduate, in 1971 and revised in
1996. The theory states that a leader's behaviour is contingent to the
satisfaction, motivation and performance of her or his subordinates. The
revised version also argues that the leader engages in behaviours that
complement subordinate's abilities and compensate for deficiencies. The
pathgoal model can be classified as a transaction leadership theory. The
theory argues that leaders will have to engage in different types of
leadership behaviour depending on the nature and the demands of a
particular situation. It is the leaders job to assist followers in attaining goals
and to provide the direction and support needed to ensure that their goals
are compatible with the organizations goals

Learning Outcomes
After studying this chapter, the students will learn the following topics:
1.

To understand the Contingency Approach Theory of Leadership

along with its importance
2.To understand how Contingency Approach Theory of leadership play
an important role in any organization
3.To understand the Applicability of Contingency Approach Theory of
Leadership
4. To understand the Path Goal Theory of Leadership along with its
importance

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5.To understand how Path Goal Theory of leadership play an important

role in any organization
6.To understand the Applicability of Path Goal Theory of Leadership

WEEK 5
LEADER MEMBER EXCHANGE THEORY OF LEADERSHIP &

TRANSFORMATIONAL LEADERSHIP
Topic Overview
The leader-member exchange theory of leadership focuses on the twoway relationship (dyadic relationships) between supervisors and
subordinates. The theory assumes that leaders develop an exchange with
each of their subordinates, and that the quality of these leader-member
exchange (LMX) relationships influences subordinates' responsibility,
decision influence, access to resources and performance. This theory
promotes positive employment experiences and also augments
organizational effectiveness. Also known as LMX, LMET, leadermember
exchange focuses on increasing organizational success by creating positive
relations between the leader and subordinate. Leader-Member Exchange
theory prescribes that product managers uniquely design their teams for
maximum sources of collaboration by proactively fostering unique strategic
alliances between the leader and each team member and between each
team member before turning to the other big five steps in competing team
leadership.
Transformational leadership is a style of leadership where the leader is
charged with identifying the needed change, creating a vision to guide the
change through inspiration, and executing the change in tandem with
committed members of the group. It also serves to enhance the motivation,
morale, and job performance of followers through a variety of mechanisms;
these include connecting the follower's sense of identity and self to the
project and the collective identity of the organization; being a role model for
followers in order to inspire them and raise their interest in the project;
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challenging followers to take greater ownership for their work, and

understanding the strengths and weaknesses of followers, allowing the
leader to align followers with tasks that enhance their performance.

Learning Outcomes
After studying this chapter, the students will learn the following topics:
1. To understand the Leader Member Exchange Theory of Leadership
along with its importance
2.To understand how Leader Member Exchange Theory of leadership
play an important role in any organization
3.To understand the Applicability of Leader Member Exchange Theory of
Leadership
4. To understand the Transformational Theory of Leadership along with its
importance
5..To understand how Transformational Theory of leadership play an
important role in any organization
6.To understand the Applicability of Transformational Theory of Leadership
WEEK 6

TRANSACTIONAL LEADERSHIP & AUTHENTIC THEORY OF

LEADERSHIP
Topic Overview
Transactional Leadership, also known as managerial leadership, focuses on
the role of supervision, organization, and group performance; transactional
leadership is a style of leadership in which the leader promotes compliance
of his/her followers through both rewards and punishments. Unlike
Transformational leadership, leaders using the transactional approach are
not looking to change the future, they are looking to merely keep things the
same. Leaders using transactional leadership as a model pay attention to
followers' work in order to find faults and deviations. This type of leadership
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is effective in crisis and emergency situations, as well as for projects that

need to be carried out in a specific way.
Authentic leadership is an approach to leadership that emphasizes
building the leaders legitimacy through honest relationships with followers
which value their input and are built on an ethical foundation. Generally,
authentic leaders are positive people with truthful self-concepts who
promote openness. By building trust and generating enthusiastic support
from their subordinates, authentic leaders are able to improve individual and
team performance. This approach has been fully embraced by many leaders
and leadership coaches who view authentic leadership as an alternative to
leaders who emphasize profit and share price over people and ethics.
Authentic leadership is a growing area of study in academic research on
leadership which has recently grown from obscurity to the beginnings of a
fully mature concept

Chapter Objectives
After studying this chapter, the students will learn the following topics:
1. To understand the Transactional Theory of Leadership along with its
importance
2.To understand how Transactional Theory of leadership play an
important role in any organization
3.To understand the Applicability of Transactional Theory of Leadership
4.To understand the Authentic Theory of Leadership along with its
importance
5.To understand how Authentic Theory of leadership play an important
role in any organization
6.To understand the Applicability of Authentic Theory of Leadership

WEEK 7
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TEAM LEADERSHIP & PSYCHODYNAMIC APPROACH OF

LEADERSHIP
Topic Overview
A lack of leadership is often seen as a roadblock to a team's performance. As
Stewart and Manz (1995, p.748) writes, More specifically, work team
management or supervision is often identified as a primary reason why selfmanagement teams fail to properly develop and yield improvements in
productivity, quality, and quality of life for for American workers. Rather than
focusing on ineffective teams, Larson and LaFasto (1989) looked in the
opposite direction by interviewing excellent teams to gain insights as to
what enables them to function to a high degree.
The psychodynamic leadership theory is actually based on the assertion that
the first experience of an individual with leadership starts on the day that he
or she is born. This different approach when it comes to leadership has its
roots in the development of psychoanalysis of Sigmund Freud. This provides
emphasis on the fact that the leadership ability of an individual has
something to do with the family setting. The psychodynamic approach to
leadership also suggests that leaders can become more efficient once they
have an insight into their psychological makeup. Such leadership approach
can be evaluated to the psychological makeup of an individual, and what
motivates his/her reactions as well as the responses of the people around
you to different situations. The main intent of such approach is to enhance
the overall situation with you as well as your team members. If you become
more aware of the personality characters of everyone, it will become easier
for them to understand the way they respond to the leader as well as to
every member of the team. Hence, one important function of a leader is to
facilitate the procedures of having individuals obtain insight and determine
their individual needs and emotional reaction patterns to others.

Chapter Objectives
After studying this chapter, the students will learn the following topics:
ORGANISATIONAL BEHAVIOUR

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1. To understand the Team Theory of Leadership along with its

importance
2.To understand how Team Theory of leadership play an important role
in any organization
3.To understand the Applicability of Team Theory of Leadership
4.To understand the Psychodynamic Theory of Leadership along with its
importance
5.To understand how Psychodynamic Theory of leadership play an
important role in any organization
6.To understand the Applicability of Psychodynamic Theory of Leadership
WEEK 8

INTRODUCTION TO ORGANIZATIONAL DEVELOPMENT &

TYPES OF ORGANIZATIONAL DEVELOPMENT INTERVENTION
Topic Overview
Organization development (OD) is a deliberately planned, organizationwide effort to increase an organization's effectiveness and/or efficiency
and/or to enable the organization to achieve its strategic goals. OD theorists
and practitioners define it in various ways. Its multiplicity of definition
reflects the complexity of the discipline and is responsible for its lack of
understanding. For example, Vasudevan has referred to OD being about
promoting organizational readiness to meet change, and it has been said
that OD is a systemic learning and development strategy intended to
change the basics of beliefs, attitudes and relevance of values, and structure
of the current organization to better absorb disruptive technologies,
shrinking or exploding market opportunities and ensuing challenges and
chaos. It is worth understanding what OD is not. It is not training, personal
development, team development or team building, human resource
development (HRD), learning and development (L&D) or a part of HR
although it is often mistakenly understood as some or all of these. OD
interventions are about change so involve people - but OD also develops
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processes, systems and structures. The primary purpose of OD is to develop

the organization, not to train or develop the staff.
Interventions" are principal learning processes in the "action" stage of
organization development. Interventions are structured activities used
individually or in combination by the members of a client system to improve
their social or task performance. They may be introduced by a change agent
as part of an improvement program, or they may be used by the client
following a program to check on the state of the organization's health, or to
effect necessary changes in its own behavior. "Structured activities" mean
such diverse procedures as experiential exercises, questionnaires, attitude
surveys, interviews, relevant group discussions, and even lunchtime
meetings between the change agent and a member of the client
organization. Every action that influences an organization's improvement
program in a change agent-client system relationship can be said to be an
intervention.

Chapter Objectives
After studying this chapter, the students will learn the following topics:
1.
2.
3.
4.

To
To
To
To
5.
6.

understand the concept of Organizational development (OD)

explain the importance of OD in an organization
understand different types of OD Interventions
explain how OD intervention helps the organization to grow
To understand different types of OD Interventions
To explain the importance of OD intervention

Pattern of End Term Exam

Duration: 3 hours
ORGANISATIONAL BEHAVIOUR

Marks = 100; Weightage 50%

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SECTION A
Q1.
Attempt any Four Questions
60 Marks

15 * 4=

1.
2.
3.
4.
5.
6.

Section B
Q1. Write short notes on any Four of the following:
Marks

10 * 2 = 20

1.
2.
3.

SECTION C
Attempt the foll case study

ORGANISATIONAL BEHAVIOUR

20 Marks

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