This document discusses various theories and concepts related to leadership. It defines leadership as influencing others to work toward achieving objectives. It describes trait theories that identify personality characteristics of leaders. Behavioral theories focus on what leaders do, such as being autocratic, democratic, or laissez-faire. Contingency theories note that leadership style depends on situational factors. The document also covers power and influence theories, leadership skills, followership, coaching, and transformational leadership.

1. HUMAN BEHAVIOR
IN
ORGANIZATION
MR. NAJIBULLAH A. UMPA, RN, MBA
RC- AL KHWARIZMI
INTERNATIONAL COLLEGE

2. Chapter 7

3. 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

4. LEADERSHIP
The activity of leading a group of people or an
organization or the ability to do this.
Leadership involves:
1. Establishing a clear vision
2. Sharing that vision with others so that
they will follow willingly
3. Providing the information, knowledge
and methods to realize that vision, and
4. Coordinating and balancing the
conflicting interests of all members and
stakeholders.

5. Traits of Effective Leaders

7. 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.
1. 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.
1. Conceptual skill- is the ability to think in terms of models,
frameworks, and broad relationships, such as long-range
plans.

8. FOLLOWERSHIP
With 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

9. 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.

10. A leadership Chronology

11. LEADERSHIP THEORIES
①Trait theory
②Behavioral theories
③Contingency theories
④Power and Influence theory

12. 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

13. TRAIT THEORIES
0Limitations:
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.”

14. 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)

15. Contingency Theories
Focus on the situational influence. They try to
predict which style is best in which
circumstance.
Fiedler’s Contingency Model
Blake and Mouton’s Managerial Grid
Hersey-Blanchard Situational Leadership
Theory

16. FIEDLER’S CONTINGECY
MODEL

17. 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.

18. 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

19. 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
CONCERN
FOR
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

20. 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).

21. 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

22. POWER AND INFLUENCE
THEORIES
Are based on the different ways the leaders
use power and influence to get things done.
Best known theories:
①French & Raven’s Power Bases
②Maxwell’s Ladder of Leadership Power
③5 Forms of Power
④Transactional Leadership (reward’s
influence)
⑤LEADERSHIP STYLES THEORIES

23. 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

24. (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

27. 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.

28. • 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.

29. TRANSACTIONAL LEADERS
Transactional 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

30. LEADERSHIP STYLES
①Autocratic or directive style
②Democratic or participative style
③Laissez Faire or delegative style
④Transformational style

31. 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.

32. 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.

33. 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.

36. 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.

37. 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.

38. 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.

40. 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
0 Google images