Leadership & Organizational behaviour sem-1

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

TOPICS TO BE COVERED ORGANIZATIONAL BEHAVIOR Leadership Theories. Hersey Blanchard Situational Leadership Theory Leader Member Exchange Theory www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

LEADERSHIP & ITS THEORIES Leadership theories seek to explain how and why certain people become leaders. Such theories often focus on the characteristics of leaders, but some attempt to identify the behaviors that people can adopt to improve their own leadership abilities in different situations. Some more recent theories propose that possessing certain traits may help make people nature leaders, but that experience and situational variables also play a critical role. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Origin e theory of situational leadership was developed in the late 1960’s by Paul Hersey and en Blanchard. The theory was first introduced as \"Life Cycle Theory of Leadership\". uring the mid 1970s, \"Life Cycle Theory of Leadership\" was renamed as \"Situational adership Theory. theory\". www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Explaination e fundamental principle of the situational leadership model is that there is no single \"best\" style of adership. Effective leadership is task-relevant, and the most successful leaders are those who adapt thei adership style to the performance readiness (ability and willingness) of the individual or group they are empting to lead or influence. Effective leadership varies, not only with the person or group that is being luenced, but it also depends on the task, job, or function that needs to be accomplished. e Situational Leadership Model has two fundamental concepts: leadership style and the individual or oup's performance readiness level, also referred to as maturity level or development level. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

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Four main leadership styles Telling: Directive and authoritative approach. The leader makes decisions and tells employees what to d Selling: The leader is still the decision maker, but he communicates and works to persuade the employe ather than simply directing them. Participating: The leader works with the team members to make decisions together. He supports and encourages them and is more democratic. Delegating: The leader assigns decision-making responsibility to team members but oversees their wor www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Maturity Level of Followers: nable and Unwilling (D1) Since they lack the requisite skills, D1 followers are unable to complete signments. They're still unmotivated and doubtful of their own abilities. nable and Willing (D2) Owing to a lack of knowledge and experience, D2 followers are unable to com eir assignments. They are, however, willing to try and complete the task. It represents new employee e eager to succeed but lack the necessary knowledge and skills. This follower style is popular amon orkers who want to impress their boss but lack requisite work experience to be effective right away. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

ble and Unwilling (D3) Followers of D3 have the ability and experience to complete their tasks, but they re do so. It may be due to a lack of self–assurance in their abilities or a lack of desire to obey t ader's instructions. ble and Willing (D4) D4 followers possess the requisite skills and experience, as well as the faith in their abili ccessfully complete tasks. Employees with the highest ability are capable of completing assignments while still ta wnership of their jobs. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Key Factors onsider the Relationship: Leaders need to consider the relationship between the leaders and the embers of the group. Social and interpersonal factors can play a role in determining which approach is est. For example, a group that lacks efficiency and productivity might benefit from a style that mphasizes order, rules, and clearly defined roles. onsider the Task :The leader needs to consider the task itself. Tasks can range from simple to complex, ut the leader needs to have a clear idea of exactly what the task entails in order to determine if it has een successfully and competently accomplished. onsider the Level of Authority:The level of authority the leader has over group members should also e considered. Some leaders have power conferred by the position itself, such as the capacity to fire, hire, ward, or reprimand subordinates. onsider the Level of Maturity :leaders need to consider the level of maturity of each individual group ember. Being able to pinpoint each employee's level of maturity allows the leader to choose the best adership approach to help employees accomplish their goals www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

What is the LMX theory? The LMX theory conceives leadership as a process that is focused on the interactions between a eader and subordinates” (Northouse, 2010, p. 147). Traditionally, researchers thought of leadership as something that was done at a group level. Unlike the trait or skills approach, the LMX theory focuses on an interactive relationship; not just on the eader or follower. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Leader member exchange theory ader-member exchange (LMX) theory focuses on the degree of emotional support and exchange alued resources between the leader and the members (Kang and Stewart, 2007) us, diagnosing this relationship can lead to a higher quality relationship and improved organizational erformance. aders should interrelate with and have the same association with every member of their group. This theory ddresses the issue that people are vastly different and need to be interacted with as such. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Two distinct types of relationships INGROUP: OUTGROUP: Special relationship in which Typically only do the more privileges, preference, minimum amount of work and access to resources are and in exchange are given given in exchange for going low levels of access to “above and beyond” routine resources and decision duties. making. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

In-group and out-group www.cuidol.in In-group Out-group Great relationships Poor relationships are are created with created with managers by: managers by:  Displaying trust  Responding with negative attitudes  Giving respect  Showing signs of  Expressing withdrawal empathy  Exhibiting  Demonstrating aggressive behaviour persistenceLEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

In-group Privileges eferential treatment from leaders, upper management, CEO’s, etc ter, higher quality information exchange e access to leadership for feedback, signatures, etc. ter chance to receive higher marks on performance feedbacks. cess to resources (paper, money, staffing, etc) www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Out-group Realities Lack of access to resources, leadership nput, fair feedback. Limited trust and information exchanges with leadership. Feelings of neglect and loss of team dentity. Lower production and morale www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Organizational Benefits ordinates that are involved in a high-quality relationship with their leader “receive disproportionat ntion from managers, higher performance evaluations, report lower turnover rates, and experienc ter satisfaction with their managers” (Jones, 2009). www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Strengths Only theory that focuses on the dyadic relationship between a leader and their subordinate. It is a very descriptive theory. Emphasizes the significance of communication in the workplace. Serves as a reminder to leaders to be fair in their interactions with subordinates. Research has shown that utilization of the LMX theory creates positive organizational outcome (Northouse, 2010) www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Weaknesses Because this theory divides people into two distinct groups, there is often a feeling of unfairness. Does not address unfairness issue and the subordinates’ perceptions of it. Fails to explain how high-quality relationships are actually created and how one gets into it. Measurement scales of the LMX lack content validity. (Northouse, 2010) www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Steps to become conscious of how you view members of your own team Identify Your Out-Group :You probably already know who's in your Out-Group. Take a moment to write down their names. Examine why these individuals have fallen \"out of favour.\" Re-establish the Relationship: It's critical that you, as the chief, make a fair effort to re-establish a relationship with members of the Out-Group team. Team members who have good relationships with their leaders have higher morale and are more effective than those who don‘t. Provide Training and Development Opportunities: Leader-Member Exchange Theory's , enables you to provide all of your team members with sufficient opportunities for training, growth, and advancement. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Overall LMX challenges leaders to look at their own leadership style from an individual relationship perspective, instead of focusing on entire groups. All levels of managers can use this theory, from CEOs to factory line supervisors. Understanding the nature of a high-quality relationship and being able to form them will help leaders network with more people to work more efficiently and productively. LMX theory can be used in many different settings. Reminds leaders that every member of their team is unique and must be related to in a unique manner. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Mahatma Gandhi (1869-1948) ahatma Gandhi was a lawyer, politician, writer, and social activist against the British rule of dia. Gandhi had a desire to constantly improve himself, and did so by rallying the people of dia through nonviolent protests. He was known to have a close group of followers who worked th him to gather support for his movements. The group that developed a close relationship with m would be considered his in-group. The rest of his followers still maintained his goal and elped him but did not develop a close relationship with him (“Mahatma Gandhi”) www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Discussion Questions Is having in-groups and out-groups fair? how can a leader help members of the out-group become the in-group? Should the leader help members of the out-group come into the in-group? www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

MCQ Hersey-Blanchard model outlines distinct leadership styles. Two b. Three c. Four d. Five The leader member exchange theory has stages. Two b. Three c. Four d. Five Team members are often seen as rising stars and the manager trusts them to work and perform at a h level. In-Group b. Out-Group c. Both a & b d. None of these members may start to dislike or distrust their managers In-Group b. Out-Group c. Both a & b d. None of these A manager Administers b. Innovates c. Develops d. Inspires people swers 1. (c) 2. (b) 3. (a) 4. (b) 5. (a) www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

Summary  The Hersey-Blanchard Model is a leadership style that emphasises an individual's skill and willingness. The Situational Leadership Model is another name for it.  The LMX or Vertical Dyad Linkage Theory, which is also known as the leader member exchange theory.  Role taking: When a new member joins the organization, the leader assesses the talent and abilities of the member and offers them opportunities to demonstrate their capabilities.  Role making: An informal and unstructured negotiation on work-related factors takes place between the leader and the member. A member who is similar to the leader is more likely to succeed. A betrayal by the member at this stage may result in him being relegated to the out-group www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

FAQ’S What are In groups and Outgroups? s: Discrimination between in-groups and out-groups is a matter of favoritism towards an in-group and the sence of equivalent favoritism towards an out-group. Out-group derogation is the phenomenon in which an -group is perceived as being threatening to the members of an in-group. Explain the Leader-Member Exchange Theory? s: The Leader-Member Exchange Theory (LMX) is a process that explores how leaders and members velop relationships that can either contribute to growth or hinder personal development. s theory involves a three step process: Role Taking, Role Making, Routinization Elaborate Hersey Blanchard Situational Leadership Theory ? s :The Hersey-Blanchard Model suggests no single leadership style is better than another. Instead of using on workplace factors, the model suggests leaders adjust their styles to those they lead and their lities. www.cuidol.in LEADERSHIP & ORGANIZATIONAL BEHAVIOR (21MBA613) All right are reserved with CU-IDOL

REFERENCES 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

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