in organizational behaviur

1. Unit-7 Leadership
Concept
It is an ability to influence to other towards
achievement of goals. The leader influences the
behaviour of followers toward goal achievement
in a given situation.
Leadership is the ability to influencing a group
toward achievement of goals. It is an important
function of every manager. The success of an
organization can be measured on basis of
leaders performance.

2. Leadership Theories / Approach
1. Trait Approach {Till 1940s}:- This theory is the
oldest theory of leadership. According to this
theory ‘leaders are born, not made’ to be a
leader a person must have certain internal
qualities. This approach is also describe as
the ‘great man approach’. Some important
traits are:-
a. personal drive d. Self confidence
b. Desire to lead e. Business knowledge
c. Personal integrity f. Creativity g. Flexible

3. Traits do differentiate leaders from non leaders.
Some basic assumptions of traits theory
By birth leaders receives leadership traits.
Leadership success is largely a matter of
personality, a function of specific traits.
They differ greatly from their followers.
Traits remain unchanged across time.
Limitations
There are no universal application of traits in
all situation.

4. Traits do not distinguish between effective
and ineffective leaders.
This theory has little value in predicting
behaviour.

5. Behavioural Theories
{late 1940s to 1960s}
Behavioural theory attempts to describe what
effective leaders do? Behaviour approach is
based on the assumption that effective
leadership is the result of effective role
behaviour. The leadership effectiveness is
determined in terms of how leaders delegate
their task , how they communicate with and
motivate their followers. Leadership is the result
of behaviour of leader that differentiate leader
from non leader.

6. The Ohio state studies
During the 1940s and 1950s a team of
behavioural scientists at Ohio State University
lunched a project to study the leadership
behaviour. The focus of researcher was on
studying and describing the features of
leadership behaviour. From their study two
dimensions of leadership behaviour were
identified.

7. Consideration/thoughts:- it is described as
the extent to which the leader has supportive
work relationship characterised by warmth
and mutual trust , good relation and a respect
for feeling , ideas and suggestion of group
members. There is strong concern for
followers comfort , well being , status and
satisfaction. The leader is friendly
approachable and treat subordinate fairly.

8. Initiating/starting structure :- The extent to
which a leader is task oriented and concerned
with utilizing resources effectively to
accomplish group goals. The leader also
organised the task which his followers have to
do. Leaders scoring high initiating structure
could achieve high productivity.

9. The Michigan Studies
This study was conducted by the University of
Michigan. The goal of this work was to
determined the pattern of leadership
behaviours that results in effective group
performance. These studies identified two
dimensions of leaders behaviour:-
A. Employee- oriented B. Production-oriented

10. A. Employee-oriented:- This leadership behavior
shows more concern for human aspect of the
group. The leaders concern here is to build
effective work group. Leaders takes personal
interest in the needs of employees.
B. Production-oriented:- The leadership
behaviour pays close attention to the work of
subordinates and is mainly interested in
performance. The leader’s concern here is
efficiency and task performance.

11. Employee –oriented Leaders Production-oriented Leader
Objective:- Build effective work group
with high performance.
Objective:- Efficient competition of task.
Behaviours:- Treat subordinates as human
beings.
Behaviours:- Emphasis technical aspects
of job.
Shows concern for their well being. Emphasis on work standard.
Involve them in goal setting. Close supervision.

12. Contingency theory/Situational
theory
This approach to leadership regards the
effectiveness of leadership as depending on the
particular situation. The idea here is that there is
‘no best way’ to be a leader or exercise
leadership. Situation affects leadership. For
example a leader uses task focus in a situation
but most worker unskilled or dislike.

13. Fiedler’s Contingency Theory
According to Fiedler leadership should change
according to the demand of situation. Situation is
very powerful. We can not say that there is only one
style which is the best in all situation.
The main features of Fiedler’s contingency theory
A. Leader classification
The leader is classified into:-
a. Relationship oriented:- Leader must be
motivated to maintain close relationship with
followers. Interpersonal relation is to be maintain
with subordinate.

14. b. Task oriented:- A good leader is motivated by
task accomplishment. They are aiming to do
good job.
B. Situation classification:- It is contingency
dimension. And classified into
a. Very favourable b. Very unfavourable and
c. Moderately favourable
According to Fiedle’s there are three variable
that determine the favourableness.
Leader- member relation:- It refers to the
degree of confidence , trust and respect
followers have in the leader. Good relation can
contribute favourable situation.

15. Task structure :- It refers to how routine and
predictable the work groups task are. It measures the
extent to which the task performed by subordinates
is routine or non routine.
Leader position power :- It is position based and
related with the degree of influence a leader has
over power variables such as hiring ,firing , discipline
and promotion etc.
C. Matching the leader and situation:- Leader and
situation should matched.
Task cantered leaders tend to perform best in very
favourable and very unfavourable situation. Likewise
relation cantered leaders tend to perform best in
moderately situation.

16. D. Improving leaders effectiveness :-
Change the leader to fit the situation
Change the situation to fit the leader