MBA, Sem-1, Leadership & Organizational Behavior, Unit-1, Leadership trait and behavioral theories, 13-05-2021

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2 M.B.A LEADERSHIP & ORGANIZATIONAL BEHAVIOR LEADERSHIP & ORGANIZATIONAL BEHAVIOR Course Code: 21MBA613 Semester: First e-Lesson: 1 SLM Unit: 1 www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

TOPICS TO BE COVERED 3  Leadership and its Meaning. LEADERSHIP &  Features of Leadership ORGANIZATIONAL  Objectives of Leadership BEHAVIOR  Importance of Leadership  Qualities of a Leader  Leadership Styles  Leadership Theories www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Leadership 4 What is leadership? What comes to your mind looking at this picture? www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Leadership Leadership can be defined as the ability of the 5 management to make sound decisions and inspire others to All right are reserved with CU-IDOL perform well. It is the process of directing the behavior of others towards achieving a common goal. In short, leadership is getting things done through others. According to Keith Davis, “Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor which binds a group together and motivates it towards goals.” www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613)

Definition of leadership 6 A leader is any person who influences individuals and groups within an organization, helps them in the establishment of goals, and guides them toward achievement of those goals, thereby allowing them to be effective. Keys Elements of the Definition of Leadership Leadership is a group phenomenon Leaders guide and influence others Leadership involves some form of hierarchy in the group www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Features of Leadership 7  Influence the behaviour of others: Leadership is an ability of an individual to influence the behavior of other employees in the organization to achieve a common purpose or goal so that they are willingly co-operating with each other for the fulfillment of the same.  Inter-personal process: It is an interpersonal process between the leader and the followers. The relationship between the leader and the followers decides how efficiently and effectively the targets of the organization would be met. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

 Attainment of common organizational goals: The purpose of leadership is to guide the people in an 8 organization to work towards the attainment of common organizational goals. The leader brings the people and their efforts together to achieve common goals.  Continuous process: Leadership is a continuous process. A leader has to guide his employees every time and also monitor them in order to make sure that their efforts are going in the same direction and that they are not deviating from their goals.  Group process: It is a group process that involves two or more people together interacting with each other. A leader cannot lead without the followers.  Dependent on the situation: It is situation bound as it all depends upon tackling the situations present. Thus, there is no single best style of leadership www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

OBJECTIVES OF LEADERSHIP 9  Organizing employees Employees come from a range of classes and cultures, each with their own goals and objectives. A successful leader, on the other hand, would strive to pull them together and get them to function as a team rather than as individuals.  Pursuing a common goal A good leader aims to fulfil both the short-term and long-term goals. Sales of products are an immediate target, while organizational development is a major goal. He supports other staff and team leaders in grasping the organization's big picture  Organizational cohesiveness-A good leader will always strive to bring an organization together. Successful leaders review the organization's strategies to ensure that they successfully fulfil the task and messages in order to make these goals transparent to workers.  Motivating employees A successful leader can understand his staff and how to get the most out of them. He will mentor them and assist them in learning new skills. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

 Vision and Mission Creating a mission for an organization's ideal growth. The key is to have a strong vision fo1r0 the best possible outcomes long before they happen.  Strategize Visualizing and designing a realistic plan for achieving the objectives. The plan should be practical and attainable  Innovation Being creative is important for a leadership position to work properly. When compared to your competitors, innovation literally catapults your development. However, regardless of the business environment or the leader's pressure, it is important for a leader to maintain a constant emphasis on innovation.  Transformation Be prepared to adjust. A leadership goal that can assist in achieving results and should never be afraid to discard current processes. This is probably linked to the idea of creativity that we just discussed.  Change Resistance Change resistance can be a source of difficulty for leaders. This is precisely what can cause the most common causes of failure to emerge. True leadership's aim will be to strategize and focus on these particular failure trigger www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

IMPORTANCE OF LEADERSHIP  Initiating Action: Leadership starts from the very beginning, even before the work actually starts. A leader is a 11 person who communicates the policies and plans to the subordinates to start the work.  Providing Motivation: A leader motivates the employees by giving them financial and non-financial incentives and gets the work done efficiently. Motivation is the driving force in an individual’s life.  Providing guidance: A leader not only supervises the employees but also guides them in their work. He instructs the subordinates on how to perform their work effectively so that their efforts don’t get wasted.  Creating confidence: A leader acknowledges the efforts of the employees, explains to them their role clearly and guides them to achieve their goals. He also resolves the complaints and problems of the employees, thereby building confidence in them regarding the organization. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

 Building work environment: A good leader should maintain personal contacts with the employees 12 and should hear their problems and solve them. He always listens to the point of view of the employees and in case of disagreement persuades them to agree with him by giving suitable clarifications. In case of conflicts, he handles them carefully and does not allow it to adversely affect the entity. A positive and efficient work environment helps in stable growth of the organization.  Co-ordination: A leader reconciles the personal interests of the employees with the organizational goals and achieves co-ordination in the entity.  Creating Successors: A leader trains his subordinates in such a manner that they can succeed him in future easily in his absence. He creates more leaders.  Induces change: A leader persuades, clarifies and inspires employees to accept any change in the organization without much resistance and discontentment. He makes sure that employees don’t feel insecure about the changes. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Qualities of a Leader  Personality: A pleasing personality always attracts people. A leader should also friendly and yet authoritative 13 so that he inspires people to work hard like him.  Knowledge: A subordinate looks up to his leader for any suggestion that he needs. A good leader should thus possess adequate knowledge and competence in order to influence the subordinates.  Integrity: A leader needs to possess a high level of integrity and honesty. He should have a fair outlook and should base his judgment on the facts and logic. He should be objective and not biased.  Initiative: A good leader takes initiative to grab the opportunities and not wait for them and use them to the advantage of the organization.  Communication skills: A leader needs to be a good communicator so that he can explain his ideas, policies, and procedures clearly to the people. He not only needs to be a good speaker but also a good listener, counsellor, and persuader www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

 Motivation skills: A leader needs to be an effective motivator who understands the needs of the people and 14 motivates them by satisfying those needs.  Self-confidence and Will Power: A leader needs to have a high level of self-confidence and immense will- power and should not lose it even in the worst situations, else employees will not believe in him.  Intelligence: A leader needs to be intelligent enough to analyze the pros and cons of a situation and take a decision accordingly. He also needs to have a vision and fore-sightedness so that he can predict the future impact of the decisions taken by him.  Decisiveness: A leader has to be decisive in managing his work and should be firm on the decisions are taken by him.  Social skills: A leader should possess empathy towards others. He should also be a humanist who also helps the people with their personal problems. He also needs to possess a sense of responsibility and accountability because with great authority comes great responsibility. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Management And Leadership 15 Leaders Managers • Focus on the future • Create change • Focus on the present • Create a culture based on shared values • Maintain status quo • Establish emotional link with followers • Implement policies and • Use personal power procedures • Remain aloof and maintain objectivity • Use position power www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Leader - an advocate for 16 change & new approaches to problems Manager - an advocate for stability & the status quo www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) Do not rock All right are reserved with CU-IDOL

Leadership vs.. Management 17 Leadership & management are distinct, yet complementary systems of action Effective management Effective leadership controls complexity produces useful change Effective leadership + good management = healthy organizations www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

LEADERSHIP STYLES 18  Autocratic leadership It refers to a leadership style where the leader takes all the decisions by himself. This style of leadership is usually very rigid, but it can be helpful to the company in circumstances that require structure, rapid decision-making, and close supervision. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Democratic leadership style: 19 It refers to a style where the leader consults its subordinates before taking the final decision. Democratic leadership, also known as participative leadership, allows all or most group members to participate in decision-making processes. Democratic leaders stress equality and promote debate and the free flow of ideas. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Laissez-faire or Free-rein 20 leadership style It refers to a style where the leader gives his subordinates complete freedom to take the decisions. Employees who work for laissez-faire leaders have a lot of independence. Leaders take a hands-off approach to handling employees, giving them the resources, they need to do their jobs while remaining out of the decision-making process, everyday duties, and obligations www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Charismatic Leadership 21 Charismatic leadership is defined by a leader who uses his or her communication skills, persuasiveness, and charm to influence others. Charismatic leaders, given their ability to connect with people on a deep level, are especially valuable within organizations that are facing a crisis or are struggling to move forward.  www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Transformational leadership 22 Transformational leadership is a leadership style in which leaders encourage, inspire and motivate employees to innovate and create change that will help grow and shape the future success of the company. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Transactional leadership 23  It is a style of leadership in which leaders promote compliance by followers through both rewards and punishments. Through a rewards and punishments system, transactional leaders are able to keep followers motivated for the short-term. Transactional leadership \"occurs when one person takes the initiative in making contact with others for the purpose of an exchange of valued things\"  Unlike transformational leaders, those using the transactional approach are not necessarily looking to change the future. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Transactional & 24 Transformational Leadership As a transactional leader, I use formal rewards & punishments. As a transformational leader, I inspire and excite followers to high levels of performance. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

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Transactional vs. 26 Transformational  Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements.  Transformational leaders provide individualized consideration, intellectual stimulation, and possess charisma.  Transformational leadership builds on top of transactional leadership. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Supportive leadership  27 It involves building trust, inspiration, and helping colleagues overcome the challenges they encounter. Leaders looking to be more supportive of their teams should try to encourage teamwork, pay attention to members' relationships, and also show commitment www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

LEADERSHIP THEORIES 28 Leadership theories are schools of thought brought forward to explain how and why certain individuals become leaders. The theories emphasize the traits and behaviors that individuals can adopt to boost their own leadership abilities. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Great Man Theory/Trait Theory of 29 Leadership  The trait theories of leadership consider personal qualities and characteristics that differentiate leaders from non-leaders (s (Robbins, Judge, & Sanghi, 2007)  The trait theory assumes that leaders are born with inherited traits and good leaders have the right combination of traits. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Behaviour Theories 30 The behavioural theories assume that specific behavioural patterns of leaders can be acquired through learning and experience. While the trait theory concentrates on „what the leaders are‟, the behavioural ‟theories concentrate on „what the leaders do www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Situational or contingency 31 theories According to situational leadership theory, a leader can use a different leadership style depending on the situation. He should be adaptable and capable of determining the best leadership style for a given situation. The following are some of the hypotheses that can be used to characterize situational leadership: 1.Fiedler’s contingency theory: The leadership style and the degree of power and influence over customers, according to Fiedler, are two factors that influence a leader's effectiveness. 2. House’s path-goal theory :Employees or subordinates should be aware of the incentives for particular behaviours, according to the home. He should devise some methods for rewarding beneficial behaviour. 3. Vroom and Yetton’s normative theory :This theory proposes principles for making decisions in a given situation. Theory presented five decision-making approaches that are useful in deciding what decision should be taken in a given situation www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

THE MANAGERIAL GRID 32 The Managerial Grid, also known as a leadership grid, was created by Robert Blake and Jane Mouton. According to them, managers' concern for people and production can be used to define leadership styles. The Blake Mouton Managerial Grid is based on two behavioral dimensions: Concern for People: this is the degree to which a leader considers team members' needs, interests and areas of personal development when deciding how best to accomplish a task. Concern for Results: this is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Blake and Mouton defined five leadership styles based on these, as illustrated in the diagram below. 33 www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

EXPLAINATION 34  Impoverished Management :Managers who follow this leadership style put forth the bare minimum of effort to get their subordinates' job completed. They care very little for people or production, and their primary aim is to retain their jobs and seniority.  Task Management : In this case, the chief is more concerned with the performance and less concerned with his subordinates' personal needs. This is also known as a dictatorial or perish leadership style, in which subordinates are expected to complete tasks as ordered by superiors.  Middle of the Road : This boss attempts to strike a balance between the organization's priorities and his subordinates' personal needs. Here, the leader focuses on achieving adequate results by striking a balance between job demands and high morale. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

 Country Club : Here, the leader places a greater focus on the subordinates' personal needs while 35 paying less attention to the performance. This leadership style is adopted by the manager with the intention of creating a fun and enjoyable working atmosphere for his or her employees, who will become self-motivated and work harder on their own.  Team Management :According to Blake and Mouton, team management is the most powerful leadership style because it combines people and development. This type of leader believes that empowerment, trust, respect, and dedication aid in the fostering of team relationships, which leads to improved employee satisfaction and overall productivity. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

MCQ 1.___________ is the process of encouraging and helping others to work enthusiastically toward 36 objectives. a. Leadership b. Motivation c. Communication d. All of these 2. Leadership is a . a. Inter-personal process b. Continuous process c. Group process d. Intra-personal process 3. demands a high level of productivity and involvement from employees a. Autocratic leadership b. Democratic leadership c. Transformational leadership d. Laissez-faire leadership 4. describes the qualities that a leader must possess from his birth. a. Leadership traits b. Leadership behaviour c. Situational theory d. All of these 5. The managerial grid has minimal concern for both the people and production a. Impoverished Management b. Task Management c. Country Club d. Team Management Answers 1. (d) 2. (b) 3. (c) 4. (a) 5. (a) www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Summary 37  Leadership: is the act of inspiring and assisting others in achieving goals with zeal.  Autocratic leaders: have total control over an organization's power, authority, and accountability.  Supportive leaders: Assistive leaders delegate and assign responsibilities to their subordinates.  The Managerial Grid, also known as a leadership grid, was created by Robert Blake and Jane Mouton. According to them, managers' concern for people and production can be used to define leadership styles. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

FAQ’S 38 1. Define Leadership? Ans: Leadership is the art of motivating a group of people to act toward achieving a common goal. In a business setting, this can mean directing workers and colleagues with a strategy to meet the company's needs. 2. Differentiate between transformational and transactional leadership? Ans: Transactional leadership is primarily based on processes and control, and requires a strict management structure. Transformational leadership, on the other hand, focuses on inspiring others to .follow, and it requires a high degree of coordination, communication and cooperation 3. Explain the theories of Leadership? Ans: Trait ,Behaviour and Situational theory explain all briefly . For more refer SLM www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

REFERENCES 39 • R1, Marlene Caroselli, “Leadership Skills for Managers”, Tata McGraw-Hill Publication, New Delhi. • R2 Aswathappa A, “Organizational Behaviour – Text Cases and Games”, 13thEdition, Himalayan Publishing House, India. ISBN: 9789352990887. Textbooks: • T1 Kevin Dalton, “Leadership and Management Development: Developing Tomorrow’s Managers”, 1 st Edition, Pearson Education, India, ISBN: 9789332511194. • T2 George, J. and Jones, G.R, “Understanding and Managing Organization Behaviour”, 5 thEdition, Pearson Education, India, ISBN:9788131724965. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

40 THANK YOU For queries Email: [email protected] www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL