Organization is a workplace where large group people are working together in

order to create surplus for the organization.

ORGANIZATIONAL BEHAVIOUR

Organizational Behaviour (OB) is a study involving the impact of individuals,

group and structure or behaviour within the organization. This study is useful
for the effective working of an organization. It is a study of what people do
within an organization and how their behaviour affects the performance of an
organization. Organizational Behaviour is concerned mainly with employment
related matters such as job, work, leaves, turnover, productivity, human
performance and management. Organizational Behaviour also includes the
core topics like motivation, leader behaviour and power, interpersonal
communication, group structure and process, learning attitude, perception,
conflicts, work design and work stress.

LEADERSHIP: The ability to influence people toward the attainment of

organizational goals

POWER: The ability to influence or affect the environment

INFLUENCE: The use of power to cause a change in another person or thing in

the environment

Charismatic leaders

Charismatic leaders are said to possess superior debating and

persuasive skills and technical expertise, to foster attitudinal, behavioral
and emotional changes in their followers. These charismatic leaders
have a quality which is hard to pin down, but which attracts followers and
inspires people to action. Transformational leaders are often highly
charismatic because they are capable of initiating and maintaining a
significant level of change in the organization.

The following are some of the most prominent characteristics of

charismatic leadership.

1. Communication
Charismatic leaders have extraordinary skills in communication. This
helps to motivate employees through tough times and also help them
stay grounded when things are good. The leaders are equally
comfortable communicating one-to-one or in a group setting.

2. Maturity

Though they have a very powerful personality, a charismatic leader also

has maturity and character. They don’t believe in empty showmanship,
but they draw on their wisdom and knowledge which they have
accumulated over the years of life and business experiences. They
behave in a mature and responsible manner on all occasions.

3. Humility

Charismatic leaders also have a sense of humility. They place a lot of

value on each employee, and have the ability to truly listen to their
concerns. The charismatic leader is able to convince the employee of
the value that they bring to the organization, and show them how their
contributions impact the strategic interests of the company. They inspire
great loyalty from their employees.

4. Compassion

Successful charismatic leaders are also compassionate. Charisma alone

may not be enough, because there’s a very real possibility that it can
disintegrate into mere hero worship. Compassion, integrity, honesty, and
fortitude are also qualities that successful charismatic leaders exhibit.

5. Substance

Charisma can exist without substance, but only for a very short time.
Flashy and glitzy behavior may capture the attention of people, but
eventually they will want something substantial beneath the facade. A
charismatic leader must not only talk the talk, but also walk the walk.
Charm gets him the face time, and substance closes the deal.

6. Confidence

It goes without saying that charismatic leaders are truly confident. They
are the glass half full kind of people, and are comfortable with who they
are. They understand themselves well and do not try to be anyone else.
Charismatic leaders are secure and confident enough to be comfortable
in their own skin.
7. Positive body language

One of the first things that you’d notice about a charismatic leader is
their warm, open, and positive body language. They make eye contact
with were that they are talking to, smile, and introduce themselves to
strangers with the genuine joy of making a new contact. They have an
endearing swagger, and they are authentic.

8. Listening skills

Charismatic leaders are extremely good listeners. When they listen to

you, they don’t fidget or look distracted. A charismatic leader pays
attention to what is being said, and listens with interest. They are
engaged in the conversation and act with empathy.

9. Self-monitoring

One of the attributes of charismatic leaders is that they often tend to

watch themselves. They are aware of their powerful personality, and the
fact that their followers are watching them constantly. For this reason,
they consider it important to portray a good image of themselves to their
followers. This can be achieved only with self-monitoring.

10. Self-improvement

A charismatic leader understands that he has certain qualities that make

him different from others, and that these are the qualities that get him
attention and make him charismatic. So he also knows how important it
is to continually improve himself.

A MANAGER HAS: POSITION - BASED POWER

• Legitimate • Reward • Coercive

A LEADER HAS: PERSON - BASED POWER

• Referent • Expert

The five bases of power are divided in two categories:

Formal Power

Coercive
Coercive power is conveyed through fear of losing one’s job, being
demoted, receiving a poor performance review, having prime projects
taken away, etc. This power is gotten through threatening others. For
example, the VP of Sales who threatens sales folks to meet their
goals or get replaced.

Reward

Reward power is conveyed through rewarding individuals for compliance

with one’s wishes. This may be done through giving bonuses, raises, a
promotion, extra time off from work, etc. For example, the supervisor
who provides employees comp time when they meet an objective she
sets for a project.

Legitimate

Legitimate power comes from having a position of power in an

organization, such as being the boss or a key member of a leadership
team. This power comes when employees in the organization recognize
the authority of the individual. For example, the CEO who determines
the overall direction of the company and the resource needs of the
company.

Personal Power

Expert

Expert power comes from one’s experiences, skills or knowledge. As we

gain experience in particular areas, and become thought leaders in
those areas, we begin to gather expert power that can be utilized to get
others to help us meet our goals. For example, the Project Manager who
is an expert at solving particularly challenging problems to ensure a
project stays on track.

Referent

Referent power comes from being trusted and respected. We can gain
referent power when others trust what we do and respect us for how we
handle situations. For example, the Human Resource Associate who is
known for ensuring employees are treated fairly and coming to the
rescue of those who are not.

Categories of Leadership Theories

• Trait Theory
• Behavioral Approaches
• Contingency Approaches
• Change Leadership
Trait Theory of Leadership
The trait model of leadership is based on the characteristics of many
leaders - both successful and unsuccessful - and is used to predict
leadership effectiveness. The resulting lists of traits are then compared
to those of potential leaders to assess their likelihood of success or
failure. Through many types of research conducted in the last three
decades of the 20th century, a set of core traits of successful leaders
have been identified.
These traits are not responsible solely to identify whether a person will
be a successful leader or not, but they are essentially seen as
preconditions that endow people with leadership potential.
6 traits that differentiate leaders from non-leaders
6 traits in trait theory of leadership are;;

1. Drive: Leaders exhibits a higher effort level. They have a relatively

high desire for achievement, they are ambitious, they have a lot of
energy, and they are tirelessly persistent in their activities and they
show initiative.
2. The desire to Lead: Leaders have a strong desire to influence and
lead others. They demonstrate the willingness to take responsibility.
3. Honesty and Integrity: Leaders built a trusting relationship between
themselves and followers by being truthful or no deceitful and by
showing high consistency between word and deed.
4. Self-confidence: Followers look to leaders for an absence of self-
doubt. Leaders, therefore, need to show self-confidence in order to
convince followers of goals’ and decisions.
5. Intelligence: Leaders need to be intelligent enough to gather,
synthesize and interpret large amounts of information and to be able
to create visions solve problems and make correct decisions.
6. Job-Relevant Knowledge: Effective leaders have a high degree of
knowledge about company, industry and technical matters. In-depth
knowledge allows leaders to make well-informed decisions and to
understand the implications of those decisions.

BEHAVIORAL APPROACHES

• Styles • Dimensions • Leadership Grid

LEADERSHIP STYLES

 3 leadership styles in business

1. Democratic leadership style
2. Autocratic leadership meaning
3. Laissez-faire leadership

 Democratic leadership --Democratic leadership style includes the

participation of the employees in every productive decision of
the company. Democratic leadership is very open leadership it
engages the employees and asks their opinions, in order to get
the best decisions for the company.

Democratic leadership style becoming trends nowadays, managers are

using these methods because they know the value of participation of the
employees

Google is popular for their democratic leadership style. In Google,

managers ask the opinions of their juniors.

 Autocratic leadership
Autocratic leadership style is a style of leadership, there one person take
all the decisions and takes very little advice of their subordinates.
Autocratic leaders make their decision or choices on the basis of their
faith and belief.

 Autocratic leadership examples

1. Adolf Hitler
2. Queen Elizabeth I
3. Genghis Khan
4. Donald Trump
 Laissez-faire leadership
Laissez-faire leadership is also known as delegative leadership, it is a
type of leadership in which the leader gives all decision making power to
their group members. this leadership style helps to understand work
productivity and bound of the employees. According to a researcher, this
shows the lowest productivity among group members.

 Laissez-faire leadership style examples

1. Panama Canal
2. Hoover Dam
3. Interstate Highway System

DIMENSIONS OF LEADERSHIP
LEADERSHIP GRID
CONTINGENCY APPROACHES

• Hersey and Blanchard’s Situational (Life Cycle) Theory

Also called “Life Cycle” Theory. The Situational Leadership Model is

predicated on the belief that there is no one best style of leadership. The
best style of leadership will depend on the task to be performed and the
makeup of the team performing the task.
In a nutshell, a single leadership size does not fit all.
Thus, the best leaders take the time to weigh the many variables
affecting their situation and then select their leadership style to best
match their situation.
Hersey and Blanchard classified leadership styles into four types from S1
to S4:

 S1 (Directing) Low Competence and High commitment.

 S2 Coaching) Some Competence and Some Commitment.
 S3 (Supporting) High Competence and Variable Commitment.
 S4 (Delegating) High Competence and High Commitment.
 The Situational Leadership Model

S1 (Directing)
This style is featured by one-way communication. Generally, at this level
the team or the individuals do not have enough skill/knowledge, hence,
they require detailed directions. The leader defines the role of
subordinates by providing them how, what, where, when, and why to
accomplish a task. This style is basically a top-down approach where the
employees just follow the directions of their leader.
S2 (Coaching)
This is a two-way communication process that provides a socio-
emotional support, while the leader is still furnishing the team with
directions that influence an individual or the group to come on the track.
Even though the leadership style is moderately autocratic, it still requires
some directions from the leader; nevertheless, some inputs from the
employees are considered before implementing the decision.

S3 (Supporting)
At this level of development there exists participative decision making
regarding the accomplishment of tasks, while the leader exhibits low task
behavior and maintains a high relationship behavior. This style mostly
reflects on democratic behavior passing more responsibility onto the
employees. The leader authorizes the individual or the team to create
their goals while he works along with them. The main focus here is to
further develop the team to take action and to think autonomously;
slowly releasing the leash and fabricating scope for self-leadership.

S4 (Delegating)
The leader believes that the team is now competent. This is a hands-off
approach with the teams exhibiting high development levels. In this
phase, the involvement of the leader with his employees is very minimal
and the goal creation and decision making responsibilities are delegated
to the group or the individual. The leader is generally kept abreast
through regular updates and only involves to monitor progress.

Maturity Levels

The appropriate leadership style depends on an individual or the team

that is being led. The Hersey-Blanchard situational leadership theory
identified four maturity levels from M1 to M4:

M1 – They are neophytes but very enthusiastic. They lack certain skills
that are required for the job and are willing to work at the task.
M2 – They have better skills but are demotivated for the task or job and
show lesser interest in their work.
M3 – They are experienced and skillful but lack the will and confidence
to take up responsibilities.
M4 – They are experienced, confident, and comfortable with their skills
and do well. They are skillful and willingly take up responsibilities for the
task.
Maturity levels are task specific. An individual or a team might be
skilled, motivated and confident but yet possess maturity level at M1
when asked to perform tasks necessitating skills they don’t possess.
 Development Levels

Situational leadership II model employs phrases like commitment and

competence to explain the various levels of development. In order to
create an effective cycle, a leader is required to motivate his followers.

D1: Low competence and high commitment

D2: Low competence and low commitment
D3: High competence and variable/low commitment
D4: High competence and high commitment
Situational leadership II model explains the evolutionary process of a
new recruit who has no skill/experience of the task. As he or she learns
the basics of the task with the support of his or her leader, he advances to
the next level where the competition is less compared to the previous
stage but the task may be more complex. As the employees equip
themselves with more skills, they progress to the next level and finally
went on to that level where the competition and commitment both are
high.

Benefits of Situational Leadership Theory

 The leadership style is flexible
 The task can be changed according to the situation
 Encourages the individual/team to become independent performers
 Enhances integrity and humility between the leader and the
subordinates
Disadvantages of Situational Leadership Theory
 Situational leadership may not seem intuitive to heavy regimented
and task-oriented managers.
 A situation of confusion and uncertainty, as the employees often
remained confused about the daily tasks, which are assigned by their
leader
 It is possible that this approach creates too much emphasis on
immediate requirements, shifting attention away from long-term
objectives and goals.
 In this style, it proves to be difficult to define and quantify maturity.
  Hersey-Blanchard situational leadership model identifies maturity
on both emotional and job maturity levels, which at times results in
conflicts between the two.

Change Leadership

• Transactional Leader: Provides direction for subordinates to achieve set

objectives (typical “good manager” using position power & some personal
power)

• Transformational Leader: Special ability to create innovation & change

(charismatic leader within an organization – high on position & personal power

Attitude
The word attitude describes a persistent tendency to feel and behave in a particular way towards
some object. Attitudes are evaluative statements either favourable or unfavourable concerning
objects, people or events. They reflect how one feels about something. Attitudes are learned
predispositions towards aspects of our environment. They may be positively or negatively directed
towards certain people, service or institutions.