ORGANIZATIONAL BEHAVIOR AND LEADERSHIP

Contents
1. Are the motivation theories discussed in this chapter exclusive to the United States or are
they more widespread? What are the popular motivational theories in different countries?
Are they the theories discussed in chapter 3 or are there other theories of motivation? How
do these other theories, if any, compare to the traditional motivation theories?....................3

2. Are there traits that have been identified with successful leaders? Do research in popular
business periodicals and identify traits that seem to be associated with managerial success.5

Are these traits applicable in all situations?................................................................................5

Can a person’s future success be predicted by knowing that person’s traits? Why or why
not?..................................................................................................................................................6

Reference........................................................................................................................................7
1. Are the motivation theories discussed in this chapter exclusive to the United States or are
they more widespread? What are the popular motivational theories in different countries?
Are they the theories discussed in chapter 3 or are there other theories of motivation? How
do these other theories, if any, compare to the traditional motivation theories?

This chapter's motivational theories are not just used in this country. The main cultural theories
of motivation are discussed in this chapter:

Two theories about human nature are Theory X and Theory Y. Theory X, which is based on
human nature, says that people don't like to work, so the manager should push his or her
employees to help the company reach its goal (Riyadh et al., 2019). On the other hand, according
to Theory Y, a manager should heavily rely on support and simplicity in order to keep employees
satisfied in their jobs. This theory states that employees are important and valuable assets to the
company (Riyadh et al., 2019).

In Herzberg's Motivation-Hygiene Theory, two main factors are summarized: Motivators, also
known as care because it cannot be completely provided and must be sustained, include feelings
of accomplishment, professional development, and recognition, as well as hygiene factors.
Should be kept in perspective in relation to job satisfaction (Riyadh et al., 2019).

The immaturity-maturity theory developed by Argyris builds on Herzberg's theory that

individual development takes place as an individual matures, from personality to the connection
between individual and organizational needs (Riyadh et al., 2019). He argued in his teaching that
many social institutions promote and reward immaturity rather than maturity in individuals.

This chapter outlines all of these teachings, which are utilized worldwide. These studies support
the United States, France, and Canada, among other nations. However, there are still a number of
other widespread beliefs in various nations; the following are some examples:

Maslow's Needs Hierarchy: Abraham Maslow argued that every human being possesses an inner
drive to develop to its full potential and that man is good (Riyadh et al., 2019). From the base to
the top, his belief is a pyramid made up of five elements: Physiological, Safety, Affiliation, Self-
Actualization, and Esteem Below, my best wishes.
McClelland's acquired needs theory: The concept of human needs to be get what they have
experienced in their lives or through life experiences is the foundation of the theory of acquired
needs, which is also known as McClelland's Theory of Needs, Three Needs Theory, Theory of
Achievement Motivation, and Learned Needs Theory (Riyadh et al., 2019). Desires arise as a
direct result of external stimuli.

David McClelland, a psychologist, created needs theory.

He suggested that life experiences are what give people their desires.

By recognizing each person's needs and devising motivating strategies to meet them, leaders can
inspire subordinates.

McClellan states that there are just three requirements:

 Power
 Communication
 Accomplishment

The characteristics associated with each of the three requirements ought to be known to
managers. They are the foundation on which it is used and works well in the company.
2. Are there traits that have been identified with successful leaders? Do research in popular
business periodicals and identify traits that seem to be associated with managerial success.

There are lots of traits that are needed to be successful leaders.  Among lots of successful trades
Big 5 Personality Traits are most important. These are Openness to experience,
Conscientiousness, Extraversion, Agreeableness, and Neuroticism (Strydom, 2013). For manager
success this traits also help the manager. 
Extraversion, for instance, is associated with leadership. People who are extroverts are outgoing,
sociable, and loyal. They enjoy communicating with those around them and exuding self-
assurance. They emerge as leaders in a variety of contexts because they are social and dominant
in their environment. Extraversion has the strongest correlations with leadership effectiveness
and emergence among all personality traits. While exceptional individuals are more likely to
hold leadership positions, not all good leaders are self-centered. Jim Buckmaster, CEO of
Craigslist, is a good example of a friendly leader. He claims that he prefers to remain anonymous
because he is known for his secrecy. Honesty is another quality associated with leadership,
according to research. People who are conscientious are systematic, proactive, and persistent in
their work. Thinkers are more likely to become leaders and succeed in that capacity. Lastly,
people who are open to trying new things, taking initiative, being creative, and trying new things
are more likely to become leaders and perform better.

Are these traits applicable in all situations? 

Yes these traits are applicable in all situations. Because for being successful a manager need to
apply this things in any situation in the any corner of the world.  In all world the business are
same as now globalization is more popular.  So every manager of every company in every corner
of the world need to adjust with this traits and in any kind of situation.  Because when a manager
has this traits that time the manager can face any kind of situation and apply this quality at that
situation and can overcome the problem into the place (Strydom, 2013). 
Can a person’s future success be predicted by knowing that person’s traits? Why or why
not?

No, A person future success cannot be predicted by knowing that person traits.  Because the
behavior of a person is changeable and it can be changed at any moment.  So if a person has
traits at the current time with that we cannot determine his future success because in future his
behavior can be changed and the person traits also be changed and those newly adopted can be
successful for the person can be successful in his future (Sharma, 2013).  So we cannot credit a
person's success in the future by knowing that person's traits.
Reference
Riyadh, H.A., Alfaiza, S.A. and Sultan, A.A., 2019. The effects of technology, organisational,
behavioural factors towards utilization of E-government adoption model by moderating cultural
factors. Journal of Theoretical and Applied Information Technology.

Strydom, A.S., 2013. The influence of organisational behavior variables on corporate

entrepreneurship (Doctoral dissertation).

Sailer, K., 2010. The space-organisation relationship. On the shape of the relationship between
spatial configuration and collective organisational behaviours (Doctoral dissertation, TU
Dresden, Germany).

Sharma, S., 2013. Organisational Behaviour. Tata McGraw-Hill.

Tuffley, D., 2012. Modelling organisational behavior with process reference

models. International Journal of Software Engineering