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Organizational behavior ph 3 group project
The document discusses several theories and models of leadership including ethical leadership, path-goal theory, contingency model, action centered leadership, and leadership styles. It notes that effective leadership requires trust, communication, and understanding human nature. Several leadership styles are described like directive, supportive, achievement-oriented, and participative. The behaviors of a leader depend on factors like the task, team, individuals, and situation.
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Organizational behavior ph 3 group project
- 2. LEADERSHIP Ethical leadership isleadership that is involved in leading in a manner that respects the rights and dignity of others. The character and integrity of the leader provide the basis for personal characteristics that direct a leader’s ethical beliefs, values, and decisions.
- 3. Theories of LEADERSHIP •The best leaders make known their values and their ethics and preach them in their leadership style and actions. • It consists of communicating complete and accurate information, where there is a personal, professional, ethical, or legal obligation to do so.
- 4. The Two MostImportant Keys to Effective Leadership • Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. • Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence.
- 5. Leadership Assessment Value Proposition •Provides meaningful interpretation results, and practical recommendations for change and improvement at both the individual leader and organizational leadership level. • Provides meaningful interpretation results, and practical recommendations for change and improvement at both the individual leader and organizational leadership level. • Provides a prioritized in-depth developmental plan based on learning and experience dependencies.
- 6. Leadership Styles andBehaviors • T. McGregor (1906-1964) postulated that managers tend to make two different assumptions about human nature. These views he explored in his theory X and theory Y.
- 7. Leadership Styles andBehaviors Theory X • 1. The average human being has an inherent dislike of work and will avoid it if he or she can. • 2. Because of this human characteristic, most people must be coerced, controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. • 3. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. Theory Y • 1. The expenditure of physical and mental effort in work is as natural as play or rest. • 2. External control and threat of punishment are not the only means. • 3. Commitment to objectives is a function of the rewards associated with their achievement. • 4. The average human being learns, under proper conditions. • 5. The capacity to exercise a relatively high degree of imagination. • 6. Under the conditions of modern industrial life.
- 8. • 1. Leader-memberrelations: The nature of the interpersonal relationship between leader and follower, expressed in terms of good through poor, with qualifying modifiers attached as necessary. It is obvious that the leader’s personality and the personalities of subordinates play important roles in this variable. • 2. Task structure: The nature of the subordinate’s task, described as structured or unstructured, associated with the amount of creative freedom allowed the subordinate to accomplish the task, and how the task is defined. • 3. Position power: The degree to which the position itself enables the leader to get the group members to comply with and accept his or her direction and leadership Contingency Model
- 9. The continuum ofLeadership Behaviour • 1. Forces in the manager: The manager’s value system, confidence in subordinates, leadership inclinations, and feelings of security in an uncertain situation. • 2. Forces in the subordinate: Expectations, need for independence, readiness to assume decision-making responsibility, tolerance for ambiguity in task definition, interest in the problem, ability to understand and identify with the goals of the organisation, and knowledge and experience to deal with the problem. • 3. Forces in the situation: Type of organisation, effectiveness of the group, the problem itself (the task), and time pressure.
- 10. Path-Goal Theory • 1.Directive Leadership: The leader explains the performance goal and provides specific rules and regulations to guide subordinates toward achieving it. • 2. Supportive Leadership: The leader displays personal concern for subordinates. This includes being friendly to subordinates and sensitive to their needs. • 3. Achievement-oriented Leadership: The leader emphasises the achievement of difficult tasks and the importance of excellent performance and simultaneously displays confidence that subordinates will perform well. • 4. Participative Leadership: The leader consults with subordinates about work, task goals, and paths to resolve goals. This leadership style involves sharing information as well as consulting with subordinates before making decisions.
- 11. Action Centered Leadership LeadersBehavior under Task • Providing clear Objectives • Providing appropriate procedures • Ensuring there is evidence of progress • Ensuring avoidance of digression • Ensuring deadlines are met Leaders Behavior under Team • Commitment • Trust & Openness • Sense of purpose • Stability • Cohesion • Success • Fun Leaders Behavior under Individual • • To be included • To make a contribution • To be respected • To receive Feedback • To feel safe • To grow
- 12. Leadership and emotions •The mood of individual group members. • The affective tone of the group. • Group processes like coordination, effort expenditure, and task strategy.
- 13. Reference • http://ww.w.stewart- associates.co.uk/site_map.aspx. • http://www.12manage.com/i_l.html. •http://www.nwlink.com/~donclark/leader/leadcon.html . • http://management.about.com/od/leadership/Leadership.htm
Editor's Notes
- #3 These characteristics of ethical leaders are similar to inspirational motivation, which is a style component of transformational leadership. Inspirational motivation “involves inspiring others to work towards the leader’s vision for the group and to be committed to the group”. Ethical leaders assist followers in gaining a sense of personal competence that allows them to be self-sufficient by encouraging and empowering them.
- #4 Being unethical in the workplace can include anything from taking personal phone calls while at your desk, telling someone the "check is in the mail", when in fact it hasn't even been written yet, and even taking office supplies home for your personal use. Most organizations create an ethical code, which is usually a list of rules that tells you what behaviors are right and what are wrong in the company.
- #5 According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004). They found that: Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: 1-Helping employees understand the company's overall business strategy. 2-Helping employees understand how they contribute to achieving key business objectives. 3-Sharing information with employees on both how the company is doing and how an employee's own division is doing - relative to strategic business objectives.
- #6 Typical competency models focus on skill gaps but they fail to identify the most critical strategic developmental requirements for the organization and it’s leaders. The result? - development efforts that are neither targeted nor aligned with company strategy and deliver less than desired performance improvement. Most 360° assessment instruments adequately identify skill gaps, but fail to provide organizations with what they really need – a means to develop truly effective leaders with the right knowledge and skills at the most appropriate developmental level The LMM process identifies strengths in ability as well as opportunities for development based on progression and dependencies of learning and performance.
- #7 Models and Theories Leadership Traits Leadership theories that attempt to identify the common traits possessed by successful leaders. These traits included: · Adaptable to situations · Alert to social environment · Ambitious and achievement oriented · Assertive · Cooperative · Decisive · Dependable · Dominant (desire to influence others) · Energetic (high activity level) · Persistent · Self-confident · Tolerant of stress · Willing to assume responsibility However the list is ever growing and no definitive list is possible
- #8 Theory X 1. The average human being has an inherent dislike of work and will avoid it if he or she can. 2. Because of this human characteristic, most people must be coerced, controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the achievement of organisational objectives. 3. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. Theory Y 1. The expenditure of physical and mental effort in work is as natural as play or rest. 2. External control and threat of punishment are not the only means for brining about effort toward organisational objectives. People will exercise self-direction and self-control in the service of objectives to which they are committed. 3. Commitment to objectives is a function of the rewards associated with their achievement. 4. The average human being learns, under proper conditions, not only to accept responsibility but to seek it. 5. The capacity to exercise a relatively high degree of imagination. Ingenuity, and creativity in the solution of organisational problems is widely, not narrowly, distributed I the population. 6. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilised.
- #9 Contingency Approaches Contingency theories propose that fro any given situation there is a best way to manage. Contingency theories go beyond situational approaches, which observe that all factors must be considered when leadership decisions are to be made. Contingency theories attempt to isolate the key factors that must be considered and to indicate how to manage when those key factors are present.
- #10 Executives consciously use thinking skills that we all have but don't always use. More than that, they have so much more to contribute but stop themselves because they think that their dreams can only be dreams. The book was in part to explain what I had learned about their thinking process, to give them guidance, and to free them to do even more.
- #11 Path-Goal Theory A leadership theory that focuses on the need for leaders to make rewards contingent on the accomplishment of objectives and to aid group members in attaining rewards by clarifying the paths to goals and removing obstacles to performance. According to the goal-path theory there are four primary styles of leadership:
- #12 Job performance generally refers to behavior that is expected to contribute to organizational success (Campbell, 1990). Campbell identified a number of specific types of performance dimensions; leadership was one of the dimensions that he identified. There is no consistent, overall definition of leadership performance (Yukl, 2006). Many distinct conceptualizations are often lumped together under the umbrella of leadership performance, including outcomes such as leader effectiveness, leader advancement, and leader emergence (Kaiser et al., 2008). For instance, leadership performance may be used to refer to the career success of the individual leader, performance of the group or organization, or even leader emergence. Each of these measures can be considered conceptually distinct. While these aspects may be related, they are different outcomes and their inclusion should depend on the applied/research focus.
- #13 Leadership and emotions Leadership can be perceived as a particularly emotion-laden process, with emotions entwined with the social influence process[23]. In an organization, the leaders’ mood has some effects on his group. These effects can be described in 3 levels[24]: The mood of individual group members. Group members with leaders in a positive mood experience more positive mood than do group members with leaders in a negative mood.The leaders transmit their moods to other group members through the mechanism of emotional contagion[24].Mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers[25]. The affective tone of the group. Group affective tone represents the consistent or homogeneous affective reactions within a group. Group affective tone is an aggregate of the moods of the individual members of the group and refers to mood at the group level of analysis. Groups with leaders in a positive mood have a more positive affective tone than do groups with leaders in a negative mood [24]. Group processes like coordination, effort expenditure, and task strategy.