HUMAN BEHAVIOR

ORGANIZATION

(HBO)
Prof. Aleli Mutuc
InStructor

GROUP 4
MEMBERS:
Rance, Ma. Azucena
Ramin, Rizza
Pascual, Ladyfer
Pongos, Epame

Salvador,
Emmanuel
Santos, Carlo
Santos, RR Mark
Santos, Kevin
Rascano, Marvin

CHAPTER VIII- LEADERSHIP

1. Nature & Practises, Characteristics of Leadership
2. Leadership traits, Skills and styles
3. LEAdership theories

Leadership Theories and Change

Throughout the history of law enforcement, leaders have used many

different styles to lead employees. From the early styles of Autocratic and
Laissez-Faire to Participative (democratic), Transactional and Transformational
leadership. Leadership within policing has evolved over the years in some
organizations to a more participative style and yet there are still leaders who
cling to an antiquated domineering style.
The purpose of this paper identified trait theories, leadership theories
and change strategies that have molded or are molding the policing culture.
Change must occur if the culture of police organizations are going to meet the
demands of the 21st century and several issues affecting this change were
discussed. An in-depth review of the transactional and transformational styles of
leadership was seen as being the styles that a leader in the 21 st century would

want to use to meet the needs of their employees and motivate them toward
success and self-actualization.
Although no empirical research is completed in this paper, the literature
reviewed and previous research indicate that the transformational style of
leadership augments the transactional style, but not vise versa. It also
emphasizes that leaders need to become more transformational toward
employees and allow them to participate in the decision-making process. As
more leadership research is continued, the following research question is
proposed for future study: To what extent would an exclusive transformational
leadership style in police organizations have on rank structure and promotions?
Organizations, including law enforcement agencies, require leadership.
Dependable and apposite leadership is crucial to the success of any organization
(Spinelli, 2006). Leaders aspire for change in people toward a desired goal.
Lussier & Achua (2004) insisted that leadership was a procedure that not only
influenced employees, but leaders as well, to accomplish the goals of the
organization through change. Leadership entwines leaders-employees,
influence, organizational objectives, change and people. Leading involves
people. Everyone is leading someone somewhere, but the question is where and
how. In order to be a good leader one must be a good employee. Many scholars
define leadership as one who plans, directs, or guides people toward a mutual
goal. Hesser (1999) noted, Leadership has two component parts, personal and
organizational. Success, over time, demands knowledge of and commitment to
both. Spinelli (2006) describes a successful leader as being accountable and
suitable. Leadership has been described as an influence relationship among
leaders and employees who intend real changes and outcomes that reflect their

shared purposes (Daft, 2005). The qualities for effective leadership and
followership are the same (Daft). The basis for good leadership is a respectable
personality and unselfish service to employees and the organization (Clark,
1997). The best leaders are those who are deeply interested in others and can
bring out the best in them (Daft).
They lean toward being ambitious and have a lower need for affiliation. They
are more concerned with influencing other people than they are with what other
people think about them (Lussier & Achua,).
Extraversion is the extent that a person is outgoing, sociable, talkative, and
relaxed in meeting and talking with new people. A person with high marks in
surgency wants to be in charge and have influence over others (Daft, 2005).
Influencing is the ability of the leader to communicate ideas effectively to
employees so employees will not only accept these ideas but motivate them to
implement needed changes.
Agreeableness is the trait of being able to get along with other people.
Some behaviors that characterize agreeableness are being good-natured,
cooperative, forgiving, and compassionate, understanding and trusting (Daft,
2005). The need for affiliation compares to the Big Five dimension of
agreeableness. They are socially motivated and seek close relationships whether
in a group setting or with personal friends. They are more concerned with what

other people think about them than influencing other people (Lussier & Achua,
2004).
Adjustment is commonly referred to as emotional stability. This trait
shows the level that people are well-adjusted, calm and secure (Daft, 2005).
Conscientiousness includes traits related to achievement (Lussier &
Achua, 2004). People with a high need for achievement take responsibility for
solving problems, are goal oriented, seek challenges, strive for excellence, desire
concrete feedback on their performance and work hard. They perform well in
non-routine, challenging, and competitive situations (Lussier & Achua).
Conscientiousness also shows how well a person is responsible, dependable, and
persistent.
In the Theory of Leadership Ive understand how to manage different
person in a organization in using the different leadership theory. In the trait or
great man theory, my understanding about this is that the ability of the leadership
is from the time that they are in the other hand they consist of this ability since
birth. In this theory compare to the sayings Like Father, Like Son so it means if
your father is a leader so that you may have the capability to be a leader someday.

Behavioral Theory In this theory leader adopted a particular leadership

style for example the leader adopt the dictatorial theory of leadership. The leader
has a big impact to the personnel to do their work because the leader has a big
authority in a particular group. And in behavioral theory has 4 types.
1. Dictatorial Leader In this type of leader to control his/her members using
forceful or unfair way of using authority.
2. Authoritarian Leader in this type of leader, the leader using a
government between to her and to his member to have a exact authority
that he/she can manage people by using a agreement to reduce the
misunderstanding.
3. Democratic participative Leader in this kind of leader, the leader using
democratic system that all suggestion of the members are given to be
granted. And the leader is also helping his/her worker to their goals even
in the work problem.
4. Laissez-faire or free rein Leader In this type of leadership, the leader
giving only the information to his/her members and the member is the one
who finish their job and the leader showing the participation but not like
the democratic leader.
Contingencies theories in this theory, the leader can handle the situation
even though it is critical. This were you will know who is the leader that all is

want is to reach the goal only and whos the leader can exert extra effort to
achieve their goal in a organization and as a group.
There are two kinds of leadership, formal and informal. Formal leadership always pursue official objectives
in a group or organization. Formal leaders are vested formal authority and they generally have a measure of
legitimate power. In informal leadership they pursue unofficial objectives, informal leaders is lack of formal
authority. Like in formal leadership they rely on combination of reward, coercive, referent, and expert power.
Informal leaders also satisfied with their jobs are the valuable assets of organization. But if the leaders not
satisfied in their jobs they become liabilities of the organization.

Description of Terms

Self-Awareness: Understanding why you feel what you feel and why you behave as you
behave. Attempting to see oneself as others do.
Relationships: The relations connecting or binding participants.
Teamwork: Work done by several associates with each doing a part but all subordinating
personal prominence to the efficiency of the whole.
Alliances: Associations that work together to further the common interests of the
members.
Political Realities: The actual processes by which people engage in influencing policy
regarding power and leadership among groups or individuals.
Elements of a Promising Future: The distinct components for making choices about the
future: current realities and visions, core beliefs, conversion of beliefs into principles,
and proposed practices to define and recreate the entity. (Various strategies and models
are available to conduct thinking and planning.)
Readings: Prescribed and self-chosen manuscripts, books, and other material that
instruct or inform.
Capacity: Competency or fitness for leadership.
Change: The act or process of transformationdifferent position, course, or direction.
Financial Resources: Information and expertise regarding wealth and revenue.

Material Resources: Information and expertise regarding physical possessions.

Human Resources: Information and expertise regarding people that staff and operate an
organization.
Learning Community: Voluntary group that focuses on personal intellectual and
professional development.