Organization Behavior Presentation (Leadership/Motivation)
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Organization Behavior Presentation (Leadership/Motivation)

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This is a group presentation created for my Organization Behavior course. This project highlights leadership tactics and managerial motivation through famous NCAA basketball coach Bob Knight. The......

This is a group presentation created for my Organization Behavior course. This project highlights leadership tactics and managerial motivation through famous NCAA basketball coach Bob Knight. The presentation also compares the styles of Coach Knight with Coach Krzyzewski and Starbucks CEO Howard Shultz.

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  • (172)Self awareness – understand how the feelings, beliefs, and behaviors affect themselves and others (High)Self regulation – the ability to control one’s emotion (Low)Motivation – need for achievement (High)Empathy – thoughtfully considering others’ feelings when making decisions and weighting those feelings appropriately (Low)Social skill – the ability to build the effective relationships with the goal of moving people towards a desired outcome (Low)
  • (233)Type A – competitive, aggressive, impatient - Push themselves to achieve higher and higher goals until they become frustrated, irritated, anxious, and hostile
  • (258)Drive – amount of ambition, persistence, tenacity, and initiative that people possess.Motivation –the person’s desire to lead, influence others, assume responsibility and gain power.Integrity – maintain consistency between what they say and what they do. Gain trust from followersSelf Confidence – confident in their actions and shows that confidence to othersCognitive ability – able to process complex info and deal with changing environmentKnowledge with the domain – allows leaders to make better decision, anticipate future problems, and understand the implication of their actions
  • (262)Job centered – the leader emphasizes employee tasks in a method used to accomplish themEmployee centered – the leader emphasizes employee’s personal needs and the development of interpersonal relationship
  • Leader – member relationship – the degree to which a leader is respected and accepted as a leader and has friendly interpersonal relationTask structure – the degree to which tasks can be broken down into easily understood stepsPosition power – the degree to which a leader can reward, punish, promote, or demote individuals in the unit or organization(264)
  • Path goal leadership theory – leader’s effectiveness depends on the degree to which a leader enhances a performance, expectancy and valences of his subordinates 267
  • Directive leader (267) – behavior which is characterized by implementing guidelines, providing information on what is expected, setting definite performance standard, and ensuring individuals follow the rulesNegative reinforcement (112)– a behavior which is followed by the withdraw of the previously encountered negative consequence, thereby increasing the likelihood of that behavior will be repeated in the same or similar circumstancePunishment – a behavior is followed by a negative consequence thereby removing the likelihood of that behavior will be repeated in the same or similar circumstance
  • Locus of control - degree to which an individual attributes control of events to self or external factors (High)Authoritarianism -degree to which individual believes in conventional values, obedient to authority, and legitimacy of powers, differences in society.(High)Self-monitoring:-degree to which individual attempts ot present an image he or she thinks others want to see in a given situation (Achievement motivation - degree to which an individual desires to perform in terms of excellence or to succeed in competitive situation (High)Approval motivation-degree to which an individual is concerned about presenting self in a socially desirable way in an evaluative situation (Low)


  • 1. Coach Knight
    Organizational Behavior
    Tom Charley
    Chih-ho Kung
    Napapan “Nooney Looney” Nilasri
    Pat McIlwain
    Joey Nachinson
    Sanjay Rathore
  • 2. Executive Summary
    Leadership Style
    Motivational Concepts
    Corporate Fit
    Ends / Means
  • 3. Background
    • Most career NCAA Division I men's college basketball victories
    • 4. 3 NCAA championships
    • 5. Last undefeated team
    • 6. 6 x Big Ten Coach of the Year
  • Background
    • 1985 - Throws a chair cross court
    • 7. 1997 - Video of Knight choking a player
    • 8. 2000 - Fired for violation a “Zero tolerance” policy at Indiana
    • 9. Various foul-mouthed tirades
  • Background
    Coaching Legacy:
    • Mike Krzyzewski- Head Coach, Duke University
    • 10. Isiah Thomas - Indiana Pacers, New York Knicks
    • 11. Pat Knight - Head Coach, Texas Tech, former Bob Knight kick victim
  • Sights & Sounds
    Video clip: Bobby Knight in action
  • 12. Sights & Sounds
  • 13. Machiavellian?
    • Should a leader be loved or feared? Which was Knight?
    • 14. Do the ends justify the means?
    • 15. Would he have been as successful with another style?
    • 16. Could he have adapted?
  • OB vs. Basketball?
    • Why is this case important?
    • 17. What can we learn from an old, disgruntled basketball coach?
    Leadership Style!
  • 18. Emotional Intelligence
    Self Regulation
    Self Awareness
    Emotional Intelligence
    Social Skill
  • 19. Individual Influences on Experiencing Stress
    Type A vs. Type B personalities
    • Competitive, aggressive, impatient
    Experiences more stress for 2 reasons
    • Create more stressors
    • 20. Appraise any event as a stressor
  • Leadership Traits
  • 21. Leadership Styles
    • Job-centered (authoritarian)
    • 22. Employee-centered (participative/delegative)
  • 23. Situational Characteristics
    Position Power
    Task Structure
    Leader – Member Relationship
  • 24. Leadership Theory
    • Path-Goal Leadership
    “Kids will be satisfied with what you tolerate. If a coach tolerates mistakes, kids will be satisfied with mistakes.”
  • 25. Leadership Style
    • Directive Leader
    “Follow our rules, do exactly what we tell you and you will not lose.”
    • Motivational style
    Negative Reinforcement
    • Punishment
  • Cognitive & Motivational Concept
    Locus of control
    Approval motivation
    Achievement motivation
  • 26. The Effects on Companies
    • Disciplined
    • 27. Identical ideology established
    • 28. Fair Reward and Punishment system
    • 29. Standard operating procedure
    • 30. Less flexibility
    • 31. Limitations & Restrictions
    • 32. Hierarchy
    • 33. Less emotion toward the controversial issues
    • 34. Less efficient
  • The Effects on Companies
    Jobs less likely to accept this kind of leadership or management:
    • Service Organizations
    Financial analysts
    • Idea Development Ind.
    Fashion Designers
  • 35. The Effects on Companies
    What reactions might they have ???
  • 36. The Effects on Companies
    Jobs or Companies need this person or system:
    • Less Skillful
    Manufacturing product line
    • Standard Operating Procedure
    • 37. Order-oriented
  • 38. Leadership Evaluation Tools
    How do we evaluate Leadership? How does Coach Knight compare to Howard Shultz and even Coach K?
    University of Michigan Studies
    The Managerial Grid
    Fielder’s Contingency Theory of Leadership
    • Least Preferred Co-worker (LPC) Method
    • 39. Contingency Model of Leadership Effectiveness
    Path Goal Leadership Theory
    • Interaction of Leader Behavior and Situation
  • University of Michigan Study
    Job Centered Leadership
    • Tight-knit supervision; similar to Micro-managing
    • 40. Punitive style behavior
    • 41. Punishment involved
    Employee Centered Leadership
    • Caters to subordinate’s needs and desires
    • 42. Focus on building interpersonal relationship
    • 43. Delegates authority to subordinates
    Consideration Factor – Friendliness, build trust/respect, strong relationships
    Job -Centered
    Behavior emphasizes employee tasks and the methods used to accomplish them
    Behavior emphasizes employees’ personal needs and the development of interpersonal relationships
  • 44. Managerial Grid Comparisons
    Coach Knight: Produce or Perish (9,1)
    • Authoritarian or Compliance Leader
    • 45. Task oriented manager is autocratic
    • 46. High concern for production and low concern for people
    • 47. Pressures through rules and use of punishment to motivate and achieve goals
    Results: High output achievable in short period, but at cost of high labor turnover
    Howard Shultz: Team Style (9,9)
    • Motivation through strong intrapersonal relationships, family type environment
    • 48. High concern for both production people
    • 49. Encourages team work and commitment among subordinates, power is delegated
    Results: Team environment in which motivation is based on trust and respect, leading to a high degree of satisfaction
    Howard Shultz
    Coach Knight
  • 50. Fiedler’s Contingency Theory of Leadership
    Theory describes the effectiveness of a leader depends on the interaction of his style of behavior with certain aspects of the situation.
    “A leader’s behavior is based on their motivational needs”
    Interpersonal Relationship Needs & Task-Achievement Needs
    Least Preferred Co-worker Model
    • Aims to gauge leadership style in terms of how task or relationship oriented a leader is
    • 51. Leaders “imagine” their least desirable subordinate
    • 52. Then rate this person numerically according the adjective
    Example of questions on LPC questionnaire
    Negative Terms
    Positive Terms
    Low Ratings
    High Ratings
    Low LPC Score
    High LPC Score
    Relationship-oriented Leader
    Task-oriented Leader
  • 53. LPC Analysis
    Coach Knight
    Low LPC Score
    Task-oriented leader
    • Greatest satisfaction from the successful performance of a task/assignment
    • 54. When pressured, work harder than previously
    • 55. Demand greater member participation
    • 56. Make negatively natured comments more often
    Howard Shultz
    High LPC Score
    Relationship-oriented leader
    • Interpersonal relationships needs carry the most importance
    • 57. Leader makes social adjustments (tolerance)
    • 58. Able to clearly separate task and social aspects of people
  • Fiedler’s Contingency Theory of Leadership
    Situational Characteristics Recap
    Poor Leader-Member Relations
    Good Leader-Member Relations
    Low LPC
    High LPC
    Howard Schultz
    Coach Knight
    High Task Structure
    Poor Task Structure
    Strong Leader Position
    Strong Leader Position
  • 59. Leader Behavior & Situational Factors
  • 60. Path-Goal Theory
    • Directive - Guidelines, setting goals, control behavior
    • 61. Supportive - Friendliness, concern for subordinates
    • 62. Achievement oriented - Setting goals
    • 63. Participative - Sharing information, consulting
    • 64. Upward influencing - Good rapport with superiors
  • Ends / Means
    In his own words:
    “I’ve always thought that if there’s ever an occasion for a song to be played on my behalf, I wanted it to be Frank Sinatra singing ‘My Way.’”
    In our words:
    The times changed, but Coach Knight didn’t.
  • 65. Ends / Means
    Do the ends justify the means?
    Texas Tech
  • 66. ?