Human Behavior in Organization

MODULE MATERIALS

List of Modules
No. MODULE
MODULE TITLE
CODE

1 Introduction: What is Organizational Behavior? HBO 413-1

INDIVUDUAL: Foundations of Individual Behavior,
2 Attitudes and Job Satisfaction, and Personality and Values HBO 413-2

3 INDIVIDUAL: Perception and Individual Decision Making HBO 413-3

4 INDIVIDUAL: Concepts of Motivation HBO 413-4

5 INDIVIDUAL: Application of Motivation HBO 413-5

INDIVIDUAL: Understanding Emotions and Moods
6 HBO 413-6

7 THE GROUP: Foundations of Group Behavior HBO 413-7

8 THE GROUP: Understanding Work Teams and Dynamics HBO 413-8

9 THE GROUP: Basic Approaches to Leadership HBO 413-9

10 THE GROUP: Dealing with Power and Politics HBO 413-10

11 THE GROUP: Coping with Conflict and Negotiation HBO 413-11

12 THE ORGANIZATION SYSTEM: Organizational Structure HBO 413-12

13 THE ORGANIZATION SYSTEM: Organizational Change HBO 413-13

THE ORGANIZATION SYSTEM: Human Resources
14 HBO 413-14
Policies and Practices

Bachelor of Science in Bulacan Date Developed:

Office Management September 2020
Polytechnic Date Revised: Page 1 of 7
Human Behavior in College September 2020
Organization Document No. Developed by:
Edgardo C. Castro, Jr. Revision # 02
HBO 413 30-HBO 413
 THE GROUP:
Basic Approaches
to Leadership

Bachelor of Science in Bulacan Date Developed:

Office Management September 2020
Polytechnic Date Revised: Page 2 of 7
Human Behavior in College September 2020
Organization Document No. Developed by:
Edgardo C. Castro, Jr. Revision # 02
HBO 413 30-HBO 413
 MODULE CONTENT

COURSE TITLE: Basic Approaches to Leadership

MODULE TITLE: Human Behavior in Organization

NOMINAL DURATION: 6 HRS

SPECIFIC LEARNING OBJECTIVES:

At the end of this module you MUST be able to:
1. Define and understand leadership;
2. Identify different trait theories;
3. Understand and differentiate behavioral theories; and
4. Understand and differentiate leadership theories.

TOPIC:
1. Leadership
2. Trait Theories
3. Behavioral Theories
4. Leadership Theories

ASSESSMENT METHOD/S:
1. Online insightful discussions
2. Quiz

REFERENCES:
Bright, David S. and Cortes, Anastasia H. (2019). Principles of Management.
Houston, Texas: OpenStax.
Robins, S.P. & Judge, T.A. (2010). Organizational Behavior (13th ed.).
Jurong, Singapore: Pearson Education South Asia Pte Ltd.

Bachelor of Science in Bulacan Date Developed:

Office Management September 2020
Polytechnic Date Revised: Page 3 of 7
Human Behavior in College September 2020
Organization Document No. Developed by:
Edgardo C. Castro, Jr. Revision # 02
HBO 413 30-HBO 413
 Information Sheet HBO 413-9
Basic Approaches to Leadership

Learning Objectives:
After reading this INFORMATION SHEET, YOU MUST be able to:
1. Define and understand leadership;
2. Identify different trait theories;
3. Understand and differentiate behavioral theories; and
4. Understand and differentiate leadership theories

Introductory Paragraph
Leadership is often defined as a social or interpersonal influence
relationship between two or more persons who depend on each other to attain
certain mutual goals in a group situation. Effective leadership helps individuals
and groups achieve their goals by focusing on the group’s maintenance needs.
This means that leaders keep the need to individuals to fit and work together by
having, for example, shared norms. Furthermore, the leader provides the task
needs which means the need for the group to make progress toward attaining
the goal that brought them together (Bright and Cortez, 2019).

Body
A. Trait Theories – theories that consider personal qualities and
characteristics the differentiate leaders from non-leaders.
Traits of Effective Leaders
a. a high level of personal drive
b. the desire to lead
c. personal integrity
d. self-confidence
e. analytical ability or judgment
f. knowledge of the company, industry, or technology
g. charisma
h. creativity
i. flexibility
B. Behavioral Theories – theories proposing that specific behaviors
differentiate leaders from non-leaders
What leaders can actually do rather that their qualities are emphasized.
Different patterns of behavior are observed. Douglas McGregor’s Theory X Theory
Y
a. Theory X – managers believe that workers inherent dislike work and
will avoid it as much as possible. Therefore, they must be forced to work. This is
done by threatening, coercing, and punishing them to get the effort required to
do the task.
b. Theory Y – is the exact opposite. Workers have the initiative to work.
They will work without coercion or force.

Bachelor of Science in Bulacan Date Developed:

Office Management September 2020
Polytechnic Date Revised: Page 4 of 7
Human Behavior in College September 2020
Organization Document No. Developed by:
Edgardo C. Castro, Jr. Revision # 02
HBO 413 30-HBO 413
 OHIO STATE STUDIES
1. 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.
2. Consideration – the extent to which a leader is likely to have a job
relationships characterized by mutual trust, respect for subordinates’
ideas, and regard for their feelings.

UNIVERSITY OF MICHIGAN STUDIES

1. Employee oriented leader – a leader who emphasizes interpersonal
relations, takes a personal interest in the needs of employees, and
accepts individual differences among members.
2. Production-oriented leader – a leader who emphasizes technical or task
aspects of the job.
3. Managerial grid – a nine-by-nine matrix outlining 81 different leadership
styles.
C. Leadership Theories
1. Contingency Theories (Fiedler Model) – the theory that effective groups
depend on a proper match between a leader’s style of interacting with
subordinates and the degree to which the situation gives control and
influence to the leader.
Emphasized that there is no one best leadership style. Fiedler identified
three situations that could identify the condition of a managerial task:
 Leader-member relations – how well do the manager and the
employees get along?
 Task structure – is the job highly structured, fairly unstructured,
or somewhere in-between?
 Position power – how much authority does the manager possess?

2. Cognitive Resource Theory (Fiedler Theory) – a theory of leadership that

states that stress unfavorably affects a situation and that intelligence
and experience can be reduce the influence of stress on the leader.
3. Situational Leadership Theory (Hersey and Blanchard) – a contingency
theory that focuses on followers readiness.
This means that the leader adapts to whatever situation he/she is
in. The theory suggests that there are different leadership styles required
for the different levels in an organization.
Based on the direction and emotional support a leader must provide
his/her followers. This model considers three important elements.
 Task behavior – the leader assigns the duties and functions of
members.
 Relationship behavior – the leader opens the lines of
communication between him/her and the followers.
 Maturity – this involves the willingness of a person to take
responsibility for leading his/her people.
Four leadership styles arising from this model
 Directing
 Coaching
 Supporting
 Delegating

Bachelor of Science in Bulacan Date Developed:

Office Management September 2020
Polytechnic Date Revised: Page 5 of 7
Human Behavior in College September 2020
Organization Document No. Developed by:
Edgardo C. Castro, Jr. Revision # 02
HBO 413 30-HBO 413
4. Path-Goal Theory (Robert House) – a theory that 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.
5. Leader-Member Exchange Theory - a theory that supports leaders’
creation of in-groups and out-groups; subordinates with in-group status
will have higher performance ratings, less turnover, and greater job
satisfaction.
6. Leader-Participation Model (Vroom and Yetton’s Decision Theory) – a
leadership theory that provides a set of rules to determine the form and
amount of participative decision making in different situations.
7. Leadership Continuum – this continuum suggests that when one moves
away from the extremely autocratic leadership, subordinate
participation and involvement in decision making increases.
Four leadership styles arose from this continuum:
 Autocratic – the leader takes the decisions and relays them to
his/her subordinates. (Telling Style)
 Persuasive – the leader also takes the decisions for the group
without consultation but persuades then to believe that these will
make them more motivated. (Selling Style)
 Consultative – the leader asks and confers with the group
members before taking decisions. He/she considers their
suggestions and feelings before taking decisions. (Consulting Style)
 Democratic – the leader lays down the problem to the members.
He/she is not the decision maker. The decision will come out of the
discussion instead of imposing his/her decision to the members.
(Joining Style)
8. Action Centered Model – the work is done through teamwork.
The leader gives emphasis on any of the three elements:
 Task
 Team
 Individual
9. Transactional Theory – the relationship between followers and leaders is
key to this theory. It holds that leaders should give equal treatment and
due recognition to their members. In return, followers would be loyal
and committed to the organization.
10. Transformational Theory – the primary concept here is change, and
leaders are tasked to provide direction and implement changes through
performance and attainment of goals.
Comparison between Transactional and Transformational Leadership
11. Servant Leadership – is a philosophy and practice of leadership, coined
and defined by Robert K. Greenleaf (Born 1904 in Terre Haute, Indiana;
died in 1990) and supported by many leadership and management
writers such as James Autry, Ken Blanchard, Stephen Covey, etc.
Servant-leaders achieve results for their organizations by giving priority
attention to the needs of their colleagues and those they serve. Servant-
leaders are often seen as humble stewards of their organization's
resources: human, financial and physical.
Robert K. Greenleaf never specifically defined servant leadership
but, based on the writings of Greenleaf and others, it can still be defined
as a management philosophy which implies a comprehensive view of the
quality of people, work and community spirit. It requires a spiritual
understanding of identity, mission, vision and environment. A servant
leader is someone who is servant first, who has responsibility to be in the

Bachelor of Science in Bulacan Date Developed:

Office Management September 2020
Polytechnic Date Revised: Page 6 of 7
Human Behavior in College September 2020
Organization Document No. Developed by:
Edgardo C. Castro, Jr. Revision # 02
HBO 413 30-HBO 413
 world, and so he contributes to the well-being of people and community.
A servant leader looks to the needs of the people and asks himself how
he can help them to solve problems and promote personal development.
He places his main focus on people, because only content and motivated
people are able to reach their targets and to fulfill the set expectations.
In his essay The Servant as Leader, Greenleaf said: “It begins with
the natural feeling that one wants to serve, to serve first. Then conscious
choice brings one to aspire to lead. That person is sharply different from
one who is leader first, perhaps because of the need to assuage an
unusual power drive or to acquire material possessions…The leader-first
and the servant-first are two extreme types. Between them there are
shadings and blends that are part of the infinite variety of human
nature."
12. Leadership Skills
a. Technical skills – these are skills a leader must possess to enable
him/her to understand and make decisions about work processes,
activities, and technologies.
b. Human skills – these are skills refer to the ability of the leader to
interact with people inside and outside of the organization.
c. Conceptual skills – these are skills refer to the ability of a person to
think in abstract terms and to see how parts fit together to form
the whole.

Conceptual Skills
Top Management

Middle Management

Human Skills
Lower Management

Technical Skills

Bachelor of Science in Bulacan Date Developed:

Office Management September 2020
Polytechnic Date Revised: Page 7 of 7
Human Behavior in College September 2020
Organization Document No. Developed by:
Edgardo C. Castro, Jr. Revision # 02
HBO 413 30-HBO 413