Organizational behavior practical - 2

Aim :

Basic concepts

Leadership

It is defined as the process whereby one individual influences others toward the attainment of defined
group or organizational goals .(Greenberk).Also , Leadership implies providing a vision of the future and
inspiring others to make that vision a reality. As such, a large component of leadership is implicitly
future-oriented. In contrast, management and administration refer more to present-oriented activities. We
define leadership as the ability to influence a group toward the achievement of a vision or set of goals.
The source of this influence may be formal, such as that provided by managerial rank in an organization.
But not all leaders are managers, nor are all managers leaders.

Leadership : Theoretical approach

Leadership is an influence-based process in which a leader modifies the behaviors or attitudes of a

number of group members or subordinates.the action of one person influencing another to achieve
specific organizational or group goals.Leadership is a method in which a single person, a leader,
persuades a follower without using coercion to achieve a goal.

Basic approaches :

Trait Approach: A conception that leadership is best understood in terms of traits or dispositions held
by an individual that are accountable for the observed leadership. Effective leaders are described as
possessing characteristics (traits) that are associated with leadership talents. The list of such traits is
extensive and often includes personality characteristics such as decisive, dynamic, outgoing, assertive,
strong, bold, and persuasive. Various other traits have also been proposed as related to the acceptance of a
leader, including tall, good-looking, poised, articulate, confident, and authoritative.
Judge, Bono, et al. (2002) reported a multiple correlation coefficient of .48 between the five personality
factors and success as a leader. The two strongest individual personality dimensions were Extraversion (r
.31) and Conscientiousness (r .38).
In trait approaches there are 3 basic categories of skills which are : technical, conceptual, and
interpersonal. Technical skills include knowledge of work operations; procedures and equipment; and
markets, clients, and competitors. Conceptual skills include the ability to analyze complex events and
perceive trends, recognize changes, and identify problems. Interpersonal skills include an understanding
of interpersonal and group processes, the ability to maintain cooperative relationships with people, and
persuasive ability.
The Great Person Theory : The view that leaders possess special traits that set them apart from
others, and that these traits are responsible for their assuming positions of power and authority. these traits
remain stable over time and across different groups. All great leaders share these characteristics regardless
of when and where they lived, or the precise role in history they fulfilled.
Drive : Desire for achievement; ambition; high energy; tenacity; initiative
Honesty and integrity : Trustworthy; reliable; open
Leadership motivation : Desire to exercise influence over others to reach shared goals
Self-confidence : Trust in own abilities
Cognitive ability : Intelligence; ability to integrate and interpret large amounts of information
Knowledge of the business Creativity : Knowledge of industry and relevant technical matters
Flexibility : Ability to adapt to needs of followers and requirements of situation

Leadership motivation : The desire to influence others, especially toward the attainment of shared
goals. There are 2 forms of leadership motivation : Personalized power motivation ( The desire to
dominate others.) and socialized power motivation (Leaders’ interest in cooperating with others,
developing networks and coalitions, and generally working with sub- ordinates rather than trying to
control them ) .
Focus on morality : This refers to the ability to recognize what actions are required in a given situation
and then to act accordingly. The leaders here are known as Authentic leaders , they are highly moral
individuals who are confident, hopeful, optimistic, and resilient, and who are highly aware of the contexts
in which they operate.

Behavioral approach :
A conception that leadership is best understood in terms of the actions taken by an individual in the
conduct of leading a group.
The behavioral approach is appealing because it offers an optimistic view of the leadership process.

Participative versus Autocratic Leadership Behaviors

It involves how much influence does the leader allow subordinates to have over the decisions made.

THE AUTOCRATIC-DELEGATION CONTINUUM MODEL.

An approach to leadership recognizing that leaders allow followers to have different degrees of
decision-making power, ranging from autocratic, through participative, to delegating.

According to this model there are different style of leadership which are :

Delegation : A style of leadership in which a leader allows employees to make their own decisions.

Autocratic (leadership style) : A style of leadership in which a leader makes all decisions unilaterally.

Participative leadership style : A style of leadership in which a leader solicits opinions from subordinates
before making decisions.
The Two- Dimensional Model of Subordinate Participation : An approach to leadership that
distinguishes between leaders who are directive or permissive toward subordinates, and the extent to
which they are participative or autocratic in their decision making.

The first characterizes the extent to which leaders permit subordinates to take part in decisions; this is the
autocratic-democratic dimension. The autocratic extreme is marked by no participation, whereas the
democratic extreme is marked by high participation. The second dimension involves the extent to which
leaders direct the activities of subordinates and tell them how to carry out their jobs; this is the
permissive-directive dimension. The permissive extreme is marked by not telling subordinates how to do
their jobs, whereas the directive extreme is marked by telling subordinates precisely how to do their jobs.
Combining these two variables yields the four possible patterns described . These are: The directive
autocrat : Such a person makes decisions without consulting subordinates and supervises their work
activities very closely. It is tempting to view such a pattern as undesirable insofar as it runs counter to the
value of personal freedom. The permissive autocrat : a leader who combines permissive supervision with
an autocratic style of making decisions. This pattern may be useful in dealing with employees who have
high levels of technical skill and who want to be left alone to manage their own jobs (e.g., scientists,
engineers, computer programmers), but who have little desire to participate in routine decision
making.The directive democrat andThe permissive democrat

Although any attempt to divide human beings into discrete categories can’t be perfect, these patterns do
seem to make good sense. Indeed, many managers adopt a leadership style that fits, at least roughly,
within one.

Figure 13.7

Grid Training

It is a multistep process designed to cultivate within leaders a concern for people and a concern for
production. The first step consists of a grid seminar which is a session in which an organization’s
managers help organization members analyze their own management styles using a questionnaire that
allows managers to determine how they stand with respect to their concern for production and their
concern for people .

Managers who score low on both concern for production and concern for people are scored 1,1is called
impoverished management. A manager who is highly concerned about production but shows little interest
in people, the task management style, scores 9,1. The managers who show high concern with people but
little concern for production are described as having a country club style of management; they scored 1,9.
Those scoring moderately on both dimensions, the 5,5 pattern, are said to follow a middle-of-the- road
management style. Finally, there are individuals who are highly concerned with both production and
people, those scoring 9,9. This is the most desirable pattern, representing what is known as team
management. Training is implemented to develop concern for production (planning skills) and concern for
people (communication skills) to reach the ideal 9,9 state.

Grid training is widely considered an effective way to improve the leadership behaviors of people in
organizations.

Figure 13.8

Contingency Approach

It suggests that certain styles of leadership are more effective in some situations than others. It includes :
LPC contingency theory, situational leadership theory, and path-goal theory.

Situational theory to leadership

It is defined as the conception that leadership is best understood in terms of situational factors that
promote the occurrence of leadership.

Path Goal theory : A theory of leadership that emphasizes the importance of leaders indicating to
followers what behaviors (paths) they need to exhibit to attain the desired objectives (goals) .The term
path refers to the behaviors a leader should exhibit to attain a desired outcome (or goal ). In short,
path-goal theory asserts that a leader has to exhibit different behaviors to reach different goals, de-
pending on aspects of the situation. The theory states that a leader must be able to manifest four different
styles of behavior, which have been derived from previous research on work behavior.

1.Directive. The leader provides specific guidelines to subordinates on how they perform their tasks. The
leader should set standards of performance and provide explicit expectations of performance.

2.Supportive. The leader must demonstrate concern for subordinates’ well-being and be supportive of
them as individuals.

3.Participative. The leader must solicit ideas and suggestions from subordinates and invite their
participation in decisions that directly affect them

4.Achievement oriented. A leader must set challenging goals, emphasize improvements in work
performance, and encourage high levels of goal attainment.

The Leader-Member Exchange (LMX) Model

It suggests that leaders form different relations with various subordinates and that the nature of such
dyadic exchanges can exert strong effects on subordinates’ performance and satisfaction.This
conceptualization suggests that for various reasons leaders form different kinds of rela- tionships with
various groups of subordinates. One group, referred to as the in-group, is favored by the leader. Members
of in-groups receive considerably more attention from the leader and larger shares of the resources they
have to offer (such as time and recognition).

LPC Contingency Theory

It suggests that leader effectiveness is determined both by char- acteristics of leaders (their LPC scores)
and by the level of situational control they are able to exert over subordinates.According to the theory,
esteem (liking) for least preferred coworker (LPC for short) is the most important personal characteristic.
This refers to a leader’s tendency to evaluate in a favorable or unfavorable manner the person with whom
she or he has found it most difficult to work. Leaders who perceive this person in negative terms (low
LPC leaders) are concerned primarily with attaining suc- cessful task performance. In contrast, those who
perceive their least preferred coworker in a positive light (high LPC leaders) mainly are concerned with
establishing good relations with subordinates.

Contingency depends upon the factor :

● The nature of the leader’s relations with group members (the extent to which he or she enjoys
their support and loyalty)
● The degree of structure in the task being performed (the extent to which task goals and
subordinates’ roles are clearly defined)
● The leader’s position power

Inspirational approach

Charismatic

It refers to the conception that leadership is the product of charisma, a trait that inspires confidence in
others to support the ideas and beliefs of an individual who possesses this trait.The indicators of
charismatic leader- ship include a follower’s trust in the correctness of the leader’s beliefs, unquestioning
acceptance of the leader, affection for the leader, and willing obedience. Leaders who en- gender these
feelings among followers are often associated with attributions of morality (Turner et al., 2002) and
spirituality (Pfeffer, 2003). Conger and Kanungo (1987) believe charismatic leaders are regarded as
“heroes” who exhibit unconventional behaviors and transform people to share the radical changes they
advocate.
Musser (1987) described the differences between positive and negative charismatics in terms of whether
they seek to instill commitment to ideological goals or to themselves. Conger (1989) described the
following potential problems with negative charismatics:

● They engage in projects for the purpose of calling attention to themselves based on grandiose
notions of their self-importance. They are likely to ignore or reject proposed modifications to
their projects even in the face of compelling evidence regarding their likelihood of failure.
● They can present themselves as far removed from operational matters, being more concerned with
“big picture” abstractions of their vision for the future. They initially seek to glorify themselves
 with highly visible actions in support of their vision, yet they do not spend sufficient time and
energy with their employees to implement their ideas at a practical level.
● They often are not skilled or interested in cultivating proteges who can continue their ideas and
vision. They fuse the vision with their own personal identity. When the in- dividual is no longer in
the leadership position, organizational commitment to the vision departs with the leader.

Transformational

It refers to the process of influencing major changes in the attitudes and assumptions of organization
members and building commitment for ma- jor changes in the organization’s objectives and strategies. A
transformational leader’s success is indexed by the group’s capacity to function at a much higher level of
performance than previously evidenced. Bass (1998) suggested that transformational leaders make
followers feel more aware of their own importance and value to the success of the group. Followers are
expected to sublimate their self-interests for the overall benefit of the group

Transformational leaders do more with colleagues and followers than set up simple exchanges or
agreements. They behave in ways to achieve superior results by using one or more of the four components
of transformational leadership (Bass, 1998).

1. Idealized influence. Transformational leaders behave in ways that make them role mod- els for
their followers. The leaders are admired, respected, and trusted. Followers identify with the
leaders and want to emulate them; leaders are endowed by their follow- ers with extraordinary
capabilities, persistence, and determination.
2. Inspirational motivation. Transformational leaders behave in ways that motivate and inspire those
around them by providing meaning and challenge to their followers' work. Leaders get followers
involved in envisioning attractive future states; they create clearly communicated expectations
that followers want to meet.
3. Intellectual stimulation. Transformational leaders stimulate their followers’ efforts to be
innovative and creative by questioning assumptions, reframing problems, and ap- proaching old
situations in new ways. New ideas and creative problem solutions are solicited from followers,
who are included in the process of addressing problems and finding solutions.
4. Individualized consideration. Transformational leaders pay special attention to each in- dividual
follower’s needs for advancement and growth by acting as a coach or mentor. Followers and
colleagues are developed to successively higher levels of potential. Indi- vidual differences in
needs and desires are recognized, and the leader’s own behavior demonstrates acceptance of these
differences.

4. Indian perspectives
5. Challenges to leadership
4. Organizational culture
Definition
Types and layers
Perspective on organizational cultures
5. CVF : Competing values framework ( cameron and ovium 1999)
6. Organizational culture change

Method

About the case *synopsis )

Theoretical and descriptive examination of the case

Part 1 leadership style

Core style

Leader-subordinate

Part 2

focused group based examination of the case

Themes for discussion

Type of FGD - 3 MODERATOR , 10 PARTICIPANTS , 6 OBSERVERS , WHAT WAS THE

SEATING , RULE, HOW LONG IT WAS

Conclusion - everything (procedure )

Analysis - note based analysed , we analysed quoting reference ,argument and dissent from the
participants same is reflected in the table number 1

Results

The section include the table , matrix which was utilize during fgd

1 . Table

Fed based examination of the case

Q1

Participants verbatives Quoting reference. % argument % dissent

“… …..”

(line , Page )

Q2

Participants Verbatives Quoting reference. % argument % dissent

Q3

Participants verbatives Quoting reference. % argument % dissent

Q4
Participants verbatives Quoting reference. % argument % dissent

2.

Interlocutative

General discussion

1. Brief about the nature of leadership in OB context

2. Objective of the case study method with fgd ( leadership and culture include the relevance got see
different persceptive under the same case , theoretical , descriptive and other perspective

Nature of the group , constitution of the group

Impact it can have on different groups

3. Identified leadership style of Dr. Shekhawat and culture at DKH (BRIEF PRESENTATION )

4. Using consensus data derived from FGD data

● Discuss issue and challenged identified with leadership of Dr . Shekhawat

● Discrepancies in perceived org, culture at DKH
● Solutions for presented challenged : suitable leadership profile for dr.Shekhawat 3 , strategies for
bridging future vision of DKH 5 , Strategies for bridging the desired culture change at DKH

4. Critically examine the level of consensus obtained and define the limits of the presented analysis.
Define the Scope of validity. Till the time these visions are maintained, you follow these steps, your org
will flourish .

There canoe scope for improvement and it depends on the data available constitution of the organisation .

Concluding comment

On role of leadership and culture in organisation

Challenges in leadership context

Hofstede model

Shein model of culture. ( everything in 2 paragraph

References

Dr. Shekhawat case

FGD article