HUMAN BEHAVIOR IN

ORGANIZATION

MR. NAJIBULLAH A. UMPA, RN, MBA

RC- AL KHWARIZMI INTERNATIONAL COLLEGE

LEADERSHIPChapter 7

What is LEADERSHIP?

the process of influencing and supporting others to work enthusiastically toward achieving objectives.

the catalyst that transforms potential into reality.

the primary role of a leader is to influence others to voluntarily seek defined objectives

LEADERSHIP

The activity of leading a group of people or an organization or the ability to do this. Leadership involves:

1. Establishing a clear vision2. Sharing that vision with others so that

they will follow willingly3. Providing the information, knowledge

and methods to realize that vision, and4. Coordinating and balancing the

conflicting interests of all members and stakeholders.

Traits of Effective Leaders

THE THREE BROAD TYPES OF SKILLS LEADERS USE ARE:

1. Technical skill- refers to a person’s knowledge of and ability in any type of process or technique. Examples are the skills learned by accountants, engineers, word processing operators, and toolmakers.

2. Human skill- is the ability to work effectively with people and to build teamwork. It involves energizing individuals, giving feedback, coaching, care-giving, demonstrating empathy and sensitivity, and showing compassion and support for people who need it.

3. Conceptual skill- is the ability to think in terms of models, frameworks, and broad relationships, such as long-range plans.

FOLLOWERSHIPWith few exceptions, leaders in organizations are also followers. Ability to follow (dynamic subordinancy) is

one of the first requirements for good leadership.

• Not competing with the leader to be in the limelight• Being loyal and supportive, a team player• Not being a “yes person” who automatically agrees• Acting as a devil’s advocate by raising penetrating

questions• Constructively confronting the leader’s ideas, values,

and actions• Anticipating potential problems and preventing them

FOLLOWERSHIP BEHAVIOR

COACHING means that the leader prepares, guides, and directs a “player” but does not play the game.

the leader’s role is to select the right players, to teach and develop subordinates, to be available for problem oriented consultation, to review resource needs, to ask questions, and to listen to inputs from employees.

A leadership Chronology

LEADERSHIP THEORIES

① Trait theory② Behavioral theories③ Contingency theories④ Power and Influence

theory

TRAIT THEORIES

Argue that effective leaders share a number of common personality characteristics, or “traits”. Early theories stated that leadership was innate.

Leadership Traits:

• Ambition and energy

The desire to lead• Honest and integrity

Self-confidence• Intelligence

Job-relevant knowledge

TRAIT THEORIES0Limitations:

No universal traits found that predict leadership in all situations.

Unclear evidence of the cause and effect of relationship of leadership and traits.

Trait theory“Leaders are born, not

made.”

BEHAVIORAL THEORIES

Theories proposing that

specific behaviors

differentiate leaders from non leaders.

Focus on what leaders do.

Leadership traits can be taught.Three types: (Autocratic, Democratic and Laissez-faire leaders)

Contingency Theories

Focus on the situational influence. They try to predict which style is best in which circumstance.

Fiedler’s Contingency ModelBlake and Mouton’s Managerial GridHersey-Blanchard Situational Leadership Theory

FIEDLER’S CONTINGECY MODEL

Leadership style, described in terms of task motivation, and relationship motivation.

Situational favorableness, determined by three factors:

1. Leader-member relations – degree to which a leader is accepted and supported by the group members.

2. Task structure – extent to which the task is structured and defined, with clear goals and procedures.

3. Positional power – the ability of a leader to control subordinates through reward and punishment.

BLAKE AND MOUTON’S MANAGERIAL GRID

0a tool for identifying a manager’s own style

0this grid is based on the leadership style dimensions of concern for people and concern for production

9 1,9 mgt

9,9 mgt

8

7

6

5 5,5 mgt

4

3

2

1 1,1 mgt

9,1 mgt

1 2 3 4 5 6 7 8 9

CONCERNFOR

PEOPLE

CONCERN FOR PRODUCTION

INTERPRETATION

1,1 management:

Exertion of minimum effort to get work done is

appropriate to sustain org’n membership

5,5 management: Adequate org’n performance is possible thru balancing the necessity to get out work with maintaining

morale of people at a satisfactory level.

9,1 management : Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

1,9 management: Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable friendly organization atmosphere and work tempo.

9,9 management: Work accomplishment is from committed people. Interdependence thru a “common stake” in org’n purpose leads to relationships of trust and respect

HERSEY AND BLANCHARD’S SITUATIONAL LEADERSHIP THEORY

(SLT)

A contingency theory that focuses on followers’ readiness.

Suggests that the most important factors affecting the selection of a leader’s style is the development (maturity) level of a subordinate.

Development level- is the task-specific combination of an employee’s task competence and motivation to perform (commitment).

Situational leadership model recommendations for appropriate leadership styles to be used for each of four combinations of employee ability (competence) and employee willingness (commitment)

Key:

Telling- high directiveness and low supportiveness

Selling- high directiveness and high supportiveness

Participating- low directiveness and high supportiveness

Delegating- low directiveness and low supportiveness 

POWER AND INFLUENCE THEORIES

Are based on the different ways the leaders use power and influence to get things done. Best known theories:

① French & Raven’s Power Bases② Maxwell’s Ladder of Leadership Power ③ 5 Forms of Power④ Transactional Leadership (reward’s

influence)⑤ LEADERSHIP STYLES THEORIES

FRENCH & RAVEN’S POWER BASES

Power bases are divided into two (2):(1) Positional Powers

0Legitimate Power – derives from the authority associated to the place in hierarchy

0Reward Power – stems from the inducements or rewards that can be offered.

0Coercive Power - is based on fear, the ability to impose one’s will be threat of sanction.

0Resource Power – arises from control or access to specific resources: funds, supplies, equipment.

(2) Personal Powers Referent Power – corresponds to the

influence exerted through personal relationships, charisma, and likeability.

Expert Power – is gained through skills and knowledge. It gives authority that commands great respect.

Information Power – derives from one’s access to valuable information.

Connection Power – comes through networking, being able to use links to other influential people to support one’s own power.

5 POWER BEHAVIOR

Charity begins at home, and management begins with self-management. So individual leadership has a lot to gain from self-management and self-awareness, and especially POWER behavior.

• POWER – approaches to everything can help increase your power position. Avoiding rumors, gossip, and other negative behaviors can gain the trust of others.

• OPEN – being open to others, new ideas, and people can help increase your power position.

• WILLINGNESS – the willingness to do things different, try something new, and take risks can increase your power position.

• EMPLOYING – employing thins like tact, common courtesies, humor, patience, and emotional intelligence skills can increase your position power.

• REMEMBERING – know your purpose, set goals, and always do your best.

TRANSACTIONAL LEADERSTransactional leaders:

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

Emphasizes getting things done within the umbrella of the status quo.

In opposition to transformational leadership

“By the books” approach – the person works within the rules.

Commonly seen in large, bureaucratic organizations.

LEADERSHIP STYLES

①Autocratic or directive style②Democratic or participative

style③Laissez Faire or delegative

style④Transformational style

AUTOCARTIC LEADERSHIP STYLE

An autocratic manager dictates orders to their staff and makes decisions without any consultation.

The leader likes to control the situation they are in.

Decision are quick.This type of management style can decrease motivation and increase staff turnover.

DEMOCRATIC OR PARTICIPATIVE STYLE

A democratic leader delegates authority to the employees, giving them responsibility to complete the task.

Staff will complete the tasks using their own work methods on time.

Employees are involved in decision making giving them a sense of motivating individuals.

Increase job satisfaction by involving employees or team members.

Slow decision making process

LAISSEZ FAIRE LEADERSHIP STYLE

0A laissez faire manager sets the task and gives staff complete freedom to complete the task as they see fit “leave it be”.

0It works for teams in which the individuals are very experienced and skilled self-starters.

0There is minimal involvement from the manager.0The manager coaches or supply information if

required.0Benefits staff are developed to take responsibility.0Staff feel lost and not reach the goals set within

the time frame.

TRANSFORMATIONAL LEADERSHIP

Transformational leaders:0Leaders who provide individualized consideration and intellectual stimulation, and who possess charisma.

0Make change in: Self others, groups and organizations.

0Charisma a special leadership style commonly associated with this type of leadership.

Characteristics of Transformational Leaders

0IDEALIZED INFLUENCE: Provides vision and sense of mission, instills pride, gains respect and trust.

0INSPIRATION: communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

0INTELLECTUAL STIMULATION: promotes intelligence, rationality, and careful problem solving.

0INDIVIDUALIZED CONSIDERATION: gives personal attention, treats each employee individually, coaches, advises.

Effective leadership is not simple based on a set of attributes, behavior, and influences.

A wide range of abilities an approaches is actually needed.

This is why transformational leadership is mostly accurate.

Transformational leaders show integrity, and they know how to develop a robust and inspiring vision of the future.

They motivate people to achieve this vision, they manage its delivery, and they build even stronger and more successful teams.

References

http://www.slideshare.net/alaguraja76/leadership-concepts-and-theories

http://www.slideshare.net/VALOZ/leadership-illustrated

http://www.slideshare.net/mithisood/presentation-on-leadership-9401617

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