ORGANISATIONALBEHAVIOUR

Group Assignment on Leadership

Submitted TO Submitted By:-

DR. Shalini Khandelwal Dhanishth Dhawan(21BSP0796)
Daksh Sachdeva(21BSP0786)
Nishant Singh(21BSP3286)
Vaibhav Lal (21BSP3377)
Yash Rohilla (21BSP1160)
 Table of Contents

1. Chapter -1 Introduction.........................................................................................
2. Chapter -2 Trait Leadership of theories ……………………………………….
3. Chapter – 3 Behavioural Theories of leadership ………………………………
4. Chapter -4 Charismatic Leadership …………………………………………….
5. Chapter -5 Transactional and transformational leaders ………………………
6. Conclusion ……………………………………………………………………….
7. References ………………………………………………………………………

Introduction

Leadership is any behaviour that influences the actions and attitudes of others to achieve
certain results. Leadership in itself is neither good nor bad. Societal values determine
whether the leadership of an individual is positive or negative, based on the goals and
results being pursued and, on the means, used to influence others. There are many
examples of “good” (e.g., moral, noble, virtuous) and “bad” (e.g., corrupt, immoral) people
who have been extremely effective leaders.
Leaders and their leadership skills play an important role in the growth of any
organization. Leadership refers to the process of influencing the behaviour of people to
achieve the group objectives. A good leader must have the ability to maintain good
interpersonal relations with the subordinates and motivate them to help to achieve common
desired goal or organizational objectives.
The leader brings the people and their efforts together to achieve common goals.
For me Leadership is a continuous process. For examples in organization A leader has to

guide his employees every time and also monitor their performance in order to make sure
that their efforts are going in the same direction.
Leadership is a Group process which involves two or more people together interacting with
each other. A leader cannot lead without the followers.
So a leader should depend and take decisions so there is no single best style of leadership.
Leadership not only starts from the beginning, but also provide guidance and motivate
 TRAIT THEORIES OF LEADERSHIP

Theories that consider personal qualities and characteristics that differentiate leaders
from non-leaders. Not very useful until matched with the Big Five Personality
Framework (OCEAN). Theories that consider personal qualities and characteristics that
differentiate leaders from non-leaders. Not very useful until matched with the Big Five
Personality Framework. Trait theories consists of qualities and characteristics which
differentiate leaders from non-leaders. Traits which include in a leader include
Ambition and energy, Desire to lead, Honest and integrity, Self-confidence,
Intelligence and High self-Monitoring
As extraverted leaders may be more effective when leading groups of passive
employees rather than proactive employees. Leaders who love to being around people ,
who can assert themselves are to be more disciplined and able to keep commitments
them make advantage when it comes to leadership

Essential leadership traits are:

 Extroversion
 Conscientiousness
 Openness
 Emotional intelligence

LIMITATIONS OF TRAIT THEORIES

 No universal trait found can predict leadership in all the situations.
 Unclear evidence of the cause-and-effect relationship of leadership and traits.
 Better predictor of the appearance of leadership than distinguishing effective and
ineffective leaders.
 Assumes that leaders are born and not made.
 Traits do not generalize across situations
BEHAVIORAL THEORIES OF LEADERSHIP:
Theories proposing that specific behaviors differentiate leaders from non-leaders. As
per the trait theory, leadership was inherent. But according to behavioral theory,
leadership is a skill set and can be taught to anyone, so we must identify the proper
behaviors to teach potential leaders. We could train people to be leaders.
Important Behavioral Studies
OHIO STATE STUDIES
Ohio State Studies sought to identify independent dimensions of leader behavior. Two
dimensions are:
INITIATING STRUCTURE
 The extent to which a leader is likely to define and structure his or her role and those of
subordinates in the search for goal attainment.
 It includes behavior that attempts to organize work, work relationships, and goals
 A leader high in initiating structure is someone who assigns group members to
particular tasks, expects workers to maintain definite standards of performance, and
emphasizes the meeting of deadlines.
CONSIDERATION
 The extent to which a leader is likely to have job relationships characterized by mutual
trust, respect for subordinates' ideas, and regard for their feelings.
 A leader high in consideration helps employees with personal problems, is friendly and
approachable, treats all employees as equals, and expresses appreciation and support.
 In a recent survey, when asked to indicate what most motivated them at work, 66
percent of employees mentioned appreciation.

CONTINGENCY THEORIES

 While trait and behavior theories do help us to understand leadership, an important

component is missing, the environment in which the leader exists.
 Contingency theory adds this additional aspect to our understand of leadership.
 There are four contingency theories:
 Fiedler's model
 Hersey and Blanchard's situational leadership theory
 Path-Goal theory
 Leader participation model
Fiedler Model

 Effective group performance depends on the proper match between leadership style
and the degree to which the situation gives the leader control.
 Assumes that leadership style (based on orientation revealed in LPC questionnaire)
is fixed.
 Considers Three Situational Factors
 Leader-member relaxations: degree of confidence and trust in the leader
 Task structure: degree of structure in the jobs
 Position power: leader's ability to hire, fire, and reward.
 For effective leadership: must change to a leader who fits the situation or change
the situational variables to fit the current leader.
IDENTIFYING LEADERSHIP STYLE
Fiedler believes that key factor in leadership success is the individual's basic leadership
style. He created the least preferred co-worker (LPC) questionnaire to identify that
style by measuring whether a person is task or relationship oriented. The LPC
questionnaire asks respondents to think of all the co-workers they have ever had and
describe the one they least enjoyed working with by rating that person on a scale of 1to
8 for each of 16 sets of contrasting adjectives (such as pleasant-unpleasant, efficient–
inefficient, open-guarded, supportive-hostile). If you describe the person, you are least
able to work with in favorable terms (a high LPC score), Fiedler would label you
relationship oriented. If you see your least-preferred co-worker in unfavorable terms (a
low LPC score), you are primarily interested in productivity and are task oriented.
HERSEY AND BLANCHARD'S SITUATIONAL LEADERSHIP THEORY
 Considers Leader Behaviors (Task oriented & Relationship oriented)
 Assumes Leaders CAN change their behaviors
 Considers Followers as the Situation
 Follower Task maturity (ability & experience)
 Follower Psychological maturity (willingness to take responsibility
 Assumptions
 Leaders can and should change their style to fit their followers' degree of readiness
(willingness and ability)
 Therefore, it is possible to TRAIN leaders to better fit their style to their followers.
PATH GOAL THEORY
This theory is developed by Robert House. The theory states that it is the leader's job to
assist followers in attaining their goals and to provide the necessary direction and/or
support to ensure that their goals are compatible with the overall objectives of the
group or organization. There are Four types of leaders
 Directive: focuses on the work to be done
 Supportive: focuses on the well-being of the worker
 Participative: consults with employees in decision making
 Achievement oriented: sets challenging goals
According to path-goal theory, whether a leader should be directive or supportive or should
demonstrate some other behavior depends on complex analysis of the situation. It predicts
the following: -
 Directive leadership yields greater satisfaction when tasks are ambiguous or stressful
than when they are highly structured and well laid out.
 Supportive leadership results in high performance and satisfaction when employees are
performing structured tasks.
 Directive leadership is likely to be perceived as redundant among employees with high
ability or considerable experience.
LEADER PARTICIPATION MODEL
This model was Proposed by Victor Vroom and Phillip Yetton. This theory states that
How a leader makes decision is as important as what is to be decided. A leadership
theory that provides a set of rules to determine the form and amount of participative
decision making in different situations.
Rule based decision tree to guide leaders about when and when not to include
subordinate participation in decision making.
LEADER-MEMBER EXCHANGE (LMX) THEORY
Leaders select certain followers to be “in” (favorites) Based on competence and/or
compatibility & similarity to leader "Exchanges" with these "In" followers will be higher
quality than with those who are “Out" RESULT: "In" subordinates will have higher
performance ratings, less turnover, and greater job satisfaction.
 CHARISMATIC LEADERSHIP

Max Weber, a sociologist, defined charisma (from the Greek for “gift”) more than a
century ago as “a certain quality of an individual personality, by virtue of which he or she
is set apart from ordinary people and treated as endowed with supernatural, superhuman, or
at least specifically exceptional powers or qualities.These are not accessible to the ordinary
person and are regarded as of divine origin or as exemplary, and on the basis of them the
individual concerned is treated as a leader.
KEY CHARACTERISTICS OF CHARISMATIC LEADER
 Vision and articulation: Has a vision-expressed as an idealized goal—that proposes a
future better than the status quo; and is able to clarify the importance of the vision in
terms that are understandable to others.
 Personal risk: Willing to take on high personal risk, incur high costs, and engage in
self-sacrifice to achieve the vision.
 Sensitivity to follower needs: Perceptive of others' abilities and responsive to their
needs and feelings.
 Unconventional behavior: Engages in behaviors that are perceived as novel and
counter to norms.

HOW DO CHARISMATIC LEADERS INFLUENCE FOLLOWERS?

 They Articulate a Vision
 Create a Vision Statement
 Create new set of values
 Demonstrate the Vision

TRANSACTIONAL AND TRANSFORMATIONAL LEADERS

Leaders who guide or motivate their followers in the direction of established goals by
clarifying role and task requirements are called Transactional Leaders. Leaders who
inspire followers to transcend their own self-interests and who are capable of having a
profound and extraordinary effect on followers are called transformational leaders.
APPROACHES OF TRANSACTIONAL LEADERS
 Contingent Reward: Contracts exchange of rewards for effort, promises rewards for
good performance, recognizes accomplishments.
 Management by Exception (active): Watches and searches for deviations from rules
and standards, takes correct action.
 Management by Exception (passive): Intervenes only if standards are not met.
 Laissez-Faire: Abdicates responsibilities, avoids making decisions.
APPROACHES OF TRANSFORMATIONAL LEADER
 Idealized Influence: Provides vision and sense of mission, instills pride, gains
respect and trust.
 Inspirational Motivation: Communicates high expectations, uses symbols to focus
efforts, expresses important purposes in simple ways.
 Intellectual Stimulation: Promotes intelligence, rationality, and careful problem
solving.
 Individualized Consideration: Gives personal attention, treats each employee
individually, coaches, advises.

OTHER TERMS RELATED TO LEADERSHIP

Authentic Leaders-: Leaders who know who they are, know what they believe in and
value, and act on those values and beliefs openly and candidly. Their followers would
consider them to be ethical people.
Socialized Charismatic Leadership-:A leadership concept that states that leaders convey
values that are other centered versus self-centered and who role-model ethical conduct.
Servant Leadership-:A leadership style marked by going beyond the leader's own self-
interest and instead focusing on opportunities to help followers grow and develop
Trust-A positive expectation that another will not act opportunistically. Followers who
trust their will align their actions and attitude with the leader's behaviors/ requests.

Conclusion

For maximum leadership effectiveness, ensure that your preferences on the initiating
structure, consideration, dimensions, are a match for your work dynamics and culture.
Hire candidates whom you believe are ethical and trustworthy for management roles and
train current managers to increase leadership effectiveness

References:
1. Organizational Behavior (Eighteenth Edition) by Stephen P.
Robbins
2. https://www.forbes.com/sites/travisbradberry/2016/12/23/results-or-people-which-
deserves-a-leaders-attention/?sh=5bd2f9fa626c
3. https://hbr.org/2013/12/should-leaders-focus-on-results-or-on-people
4. https://www.linkedin.com/pulse/should-leaders-focus-results-people-dr-travis-
bradberry-1e
5. https://blog.discinsights.com/leadership-debate
6. https://www.eskill.com/blog/task-people-oriented-management/
7. https://www.quora.com/Should-leaders-be-task-oriented-or-people-oriented
8. https://louiscarter.com/task-oriented/