Apply theories in organization behavior in designing one’s future leadership

style that would most likely fit the contextual realities of an academic
organization.

Understanding one individual’s behavior is challenging in and of itself;

understanding a group that’s made up of different individuals and comprehending
the many relationships among those individuals is even more complex. Imagine,
then, the mind-boggling complexity of a large organization made up of thousands of
individuals and hundreds of groups with myriad relationships among these
individuals and groups. Despite this difficulty, however, organizations must be
managed.

I choose transformational leadership. I believe this kind of leadership where I am

the one who navigates an organization toward improvement by changing existing
thoughts, procedures, and culture. Leading through example, inspiration, and
engagement, the transformational leader will seek ways to get the best performance
and potential out of each team member. It takes courage to be a transformational
leader, one who challenges old ways of doing things in favour of better, more
efficient, and more intuitive strategies. Another one is democratic leadership, also
sometimes called participative leadership. Democratic leadership requires
collaborative energy, delegation of responsibilities, and group-level decision
making.

This demands a leader who knows how to cultivate participation, empower team
members, and work directly alongside organizational members at every level. With
democratic leadership, while organizational hierarchy may still exist, influence,
power and the ability to contribute to decisions may be widely distributed across
tiers and departments. This means the right leader will know when to act, when to
authorize, how to mediate conflict, and how best to synthesize the talents of team
members. Ultimately the organization’s work gets done through people, individually
or collectively, on their own or in collaboration with technology.

Therefore, the management of organizational behavior is central to the management

task—a task that involves the capacity to understand the behavior patterns of
individuals, groups, and organizations, to predict what behavioral responses will be
elicited by various managerial actions, and finally to use this understanding and
these predictions to achieve control. Understanding the behavior of people at work
is fundamental to the effective management of an organization. Obviously, a number
of factors come together to determine this behavior and its organizational
consequences. In order to understand the origins and characteristics of these
factors, it is necessary to have a model that organizes and simplifies the variables
involved. The truly charismatic leader effectively creates a sense of shared purpose,
nurtures the passions of organizational members, and unites personnel behind a
single vision.