Leadership in organizational behavior Essay

Leadership is the procedure of act uponing people and supplying an environment for them to accomplish squad or organizational aims. As a belongings. Leadership is the set of features attributed to those who are perceived to utilize such influence successfully. Leadership involves neither force nor coercion. It is widely believed in the universe of concern that leading is the cardinal ingredient in the formula for corporate accomplishment. Typically. when we speak of leaders we are mentioning to people who influence others without menace. utilizing non-coercive agencies.

In fact. this characteristic distinguishes a leader from a dictator. Whereas dictators get others to make what they want by utilizing menaces of physical force. leaders do non. Subordinates accept influence from leaders because they respect. like. or look up to them every bit good as because they hold places of formal authorization ( that is. leaders may hold both place power and personal power ) . We need to admonish against the mundane pattern of utilizing tile footings leader and director interchangeably. The primary map of a leader is to make the indispensable intent or mission of the organisation and the scheme for achieving it.

In contrast. the occupation of the director is to implement that vision. He or she is responsible for accomplishing that terminal. taking the stairss necessary to turn the leader’s vision into world. The confusion between these two footings is apprehensible in so far as the differentiation between set uping a mission and implementing it is frequently blurred in pattern. This is because many leaders. such as top corporate executives. are often called upon non merely to make a vision. but besides to assist implement it.

Similarly. directors frequently are required to take those who are low-level to them while besides transporting out their leader’s mission. With this in head. it has been observed that excessively many alleged “leaders” get bogged down in the managerial facets of their occupation. making organisations that are “over managed and under lead. ” Leadership Perspectives Goal Attainment: influence map of leading and deals the mechanisms that motivate members’ behaviours towards the group’s ends. Adaptation: helps the group to specify its end in a manner that is consistent with the demands of the environment in which operates.

Integration: some mechanism must organize the activities of group members towards the common end e. g – Communication and conflict declaration Care: mechanism to keep their morale and maintain them interested in remaining in the group THEORIES OF LEADERSHIP: There are three major attacks to leading: a ) trait theories. B ) behavioural theories. degree Celsius ) situational theories. Trait theories highlight that there exists a finite set of single traits or features that distinguish successful from unsuccessful leaders.

Behavioral theories highlight that the most of import facet of leading is non the traits of the leader. but what the leader does in assorted state of affairss. Successful leaders are distinguished form unsuccessful leaders by their peculiar manner of leading. Situational theories outlines that the effectivity of the leader is non merely determined by his or her manner of behaviour. but besides by the state of affairs environing the leading environment. Situational factors include the features of the leader and the subsidiaries. the nature of the undertaking and the construction of the group.

THE TRAIT APPROACH: ARE SOME PEOPLE REALLY “BORN LEADERS” ? Common sense leads us to believe that some people have more of “the right stuff’ than others. and are merely of course better leaders. And. if you look at some of the great leaders throughout history. such as Martin Luther King. Jr. . Alexander the Great. and Abraham Lincoln. to call merely a few. it is clear that such persons surely have features in common that differ from ordinary folks. The inquiry is “what is it that makes great leaders so great? ”

Leaderships have certain traits. e. g. Honesty and Integrity: Trustworthy ; dependable ; unfastened Intelligence Self – Confidence: Trust in ain abilities Emotional adulthood Stress tolerance Task – relevant cognition: cognition of concern. relevant proficient affairs Ambition and high energy: Desire for accomplishment ; doggedness ; inaugural Desire to take: leading motive – desire to exert influence over others to make shared ends Research suggest that traits contribute less than 10 % of what makes a successful leader

Leadership Grid ( Robert R. Blake & A ; Jane Mouton ) Impoverished Mgmt ( 1. 1 ) : Effort of minimal attempts to acquire the needed work done is appropriate to prolong organisation rank. Country Club Mgmt ( 1. 9 ) : Thoughtful attending to the demands of people for fulfilling relationships leads to a comfy organisational ambiance and work pacing. Middle Of The Road Mgmt ( 5. 5 ) : Adequate organisational public presentation is possible through equilibrating the necessity to acquire out work with keeping morale of the people at fulfilling degree.

Authority Compliance ( 9. 1 ) : Efficiency in operational consequences from set uping conditions of work in such a manner that human elements interfere to a minimal grade. Team Mgmt ( 9. 9 ) : Work achievement is from committed people ; inter dependance through a common interest. In organisation intent leads to relationships of trust and regard. Managerial Grid: The five basic attacks to direction identified by Black and Mouton are based on the two dimensions of concern of people and concern for production that are associated with leaders.

A managerial grid is formed based on these two dimensions which are rated on 9 point graduated table. If director is procuring the lowest mark on these two dimensions I. I is identified as destitute manner of directors who are low on both their concern of people and production. 1. 9 or state nine manner is designated to those directors who are holding high concern for people but low concern for production. The 5. 5 or the middle-of-the route manner concerns the moderate degrees of concern for both people and production.

The 9. 1 or task direction manner is one where there is a high concern for production but really small concern for people and eventually. 9. 9 or team direction manner is one where the director has high concern for both people and production. Harmonizing to Black and Mouton the 1 best manner for all troughs is the 9. 9 or team direction manner. Fiedler’s Model Effective groups depend on a proper lucifer between a leader’s manner of interacting with subsidiaries and the grade to which the state of affairs gives control and influence to the leader. LEADER SITUATION MATCH A undertaking oriented leader is appropriate for a really favourable or really unfavourable state of affairs.

Relationship oriented behaviour is predicted to work best when state of affairs is reasonably favourable or unfavourable. /* merely read Favorable Situation: The state of affairs is considered as extremely favourable if it possess a high degree of positive interpersonal dealingss between leaders and members. a good defined undertaking constructions and a leaders perceive that they are bestowed with strong perceived positional power. In such type of state of affairs the leader will hold a great trade of control over state of affairss and will merely hold to do certain that he gives the necessary instructions to acquire the undertaking done.

There is no demand for him to blow clip speaking to each employee in order to be perceived as friendly. A task-oriented manner will be effectual in such state of affairs. Unfavorable Situation: The state of affairs is considered as extremely unfavourable if it possesses a low degree of interpersonal relationship between leaders and members. a ill defined undertaking and a comparatively a weak sensed power. The leader of a task-force commission which is appointed to work out jobs encountered in the work scene is likely to happen him in such a state of affairs. In such type of state of affairs. the leader is in extremely vulnerable state of affairss and there is no

other manner to implement a rigorous subject and order to convey the state of affairs in normalcy than following relationship oriented manner. Reasonably Favorable Situation: Here the leader might happen herself in a assorted state of affairs. For case. a director might hold good relationship with her workers. but the undertaking construction and place power of the leader may be low. For illustration. a bank officer may hold a good relationship staff member. but the undertaking construction or the power to command the staff members ( either to honor or penalize members ) is non strong plenty.

In such state of affairss. the director will be really successful and acquire the desirable consequences if he follows more of relationships oriented manner than undertaking oriented undertaking manner. */ PATH GOAL THEORY PATH GOAL THEORY believes that a leader can alter subsidiaries anticipations by clear uping the way between the subordinates’ action and the result. which is the end which the employee wants to accomplish. Whether leader’s behaviour can make so efficaciously besides depends on situational factors. Path-Goal Leadership Model Path-Goal Leadership Behaviour

Directing Leadership Behavior: This deals with planning. forming. commanding and coordinating of subsidiaries activities by the leader. It is similar to the traditional dimension of originating construction in that the leader’s accent is on allowing the subsidiaries know what is expected of them. Supportive Leadership Behavior: This concerns giving support consideration to the demands of the subsidiaries. exposing concern for their wellbeing and public assistance and making a friendly and pleasant environment.

Participative—a form in which the leader consults with subsidiaries. allowing them to take part in determination devising. Achievement-oriented—an attack in which the leader sets ambitious ends and seeks betterments in public presentation. The benefits to the company of the achievement-oriented leader attack include greater employee assurance and committedness. more employee determination devising. increased employee creativeness. more ambitious aims. and decreased supervising for employees who work best independently. SITUATIONAL FACTORS Employee Eventualities

Locus of control A Participative leader is suited for subsidiaries with internal venue of control. A directing leader is suited for supportives for external venue of control. Self perceived ability Subordinates who perceive themselves as holding high ability do non like directing leading. Environmental Contingencies When working on a undertaking that has a high construction. directing leading is excess and less effectual. When a extremely formal authorization system is in topographic point. directing leading can once more cut down worker’s satisfaction.

When subsidiaries are in a squad environment that offers great societal support. the supportive leading manner becomes less necessary TRANSFORMATIONAL LEADERSHIP Definition: It’s the procedure of taking for alteration instead than for stableness. Transformational leaders Leading — altering the administration to suit the environment Develop. communicate. ordain a vision. It is exercised when the leader intellectually stimulates the subsidiaries. excites. arouses and inspires them to execute far beyond what they would hold thought themselves capable of.

By supplying a new vision. the transformational leader transforms the followings into people who self-actualize. Charismatic leading is cardinal to transformational leadings. These sorts of leaders guide or motivate their follower’s in the way of established ends by clear uping function and undertaking demands. Transformational leaders arouse strong emotions. They besides help transform their followings by learning them. frequently functioning as wise mans. In so making. transformational leaders seek to promote followings to make their ain thing. In contrast. magnetic leaders may maintain their followings weak and extremely dependent on them.

A magnetic leader may be the whole show. whereas a transformational leader does a good occupation of animating alteration in the whole organisation. Many famous persons. be they musicians. histrions. or jocks. be given to be extremely magnetic. but they do non needfully hold any transformational effects on their followings. As such. although some people may idolise certain stone stars. and frock like them. these celebrities’ personal appeal will unlikely excite their fans into doing forfeits that revitalize the universe. When you think of it this manner. its easy to see how charisma is merely a portion of transformational leading.


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