1 Module 3 – LEADERSHIP AND EMPOWERMENT

PROGRAM OUTCOMES

By the time of graduation, the students of the program shall be able to:
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Lesson 2: INDIVIDUAL AND GROUP BEHAVIOR

SPECIFIC LEARNING OUTCOMES

In this lesson, you should be able to:

1.
1. identify the factors affecting individual behavior;
2. illustrate the ABC Model of Attitude;
3. discuss personality theories;
4. explain personality influences; and
5. trace the stages of group development.
1.

PRE-ASSESSMENT

MULTIPLE CHOICE.
Directions: Read each item carefully. Choose the correct letter.
1. These are the thought component of attitudes which emphasize rationality and logic.
a. Behavior
b. Affect
c. Cognition

2. This behavior is prevalent with Maria’s co-workers.

a. High distinctiveness
b. High consensus
c. External attribution

3. A tension brought about by the conflict between attitudes and behavior.

a. Social learning
b. Cognitive dissonance
c. Organizational commitment

4. Defined as a relatively stable set of characteristics that influence an individual’s behaviour.

a. Personality
b. Individual differences
c. Patience

5. It is a person’s generalized belief on internal control versus external control.

a. Self-esteem
b. Self -efficacy
c. Locus control
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6. It is the extent to which an individual based his cues or future action on other people or situations.
a. Self-assessment
b. Self-esteem
c. Self-efficacy

7. This approach describes personality as a combination of an individual’s psychological makeup.

a. Humanistic theory
b. Integrative theory
c. Psychodynamic

8. It greatly influences one’s personality over time through the society’s system of beliefs, norms,
traditions, practices, and customs
a. Hereditary Factors
b. Culture
c. Social class

9. It is the ability to take risks and the degree of openness to a broad range of interest.
a. Extroversion
b. Agreeableness
c. Openness to experience

10. It is the tendency to overcome conflicts triumphantly and handle emotions with depth and maturity.
a. Conscientiousness
b. Extroversion
c. Emotional stability

LESSON MAP

Individual And Group Behavior

Individual Behavior
The ABC Model of an Attitude
Personal;ity and Iindividual differences
Personality characteristics Found in Organizations
Personlaity Influences
Personality Mopdels
Social Perception
Group Behavior
Teams Intergroup conflict
Negotiatins

Figure 1 describe the flow of Individual and Group Behaviour

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CORE CONTENTS

ENGAGE: MINI CASE ANALYSIS

A Second Chance
Lilia is well liked by her employees at Ceevas International. It is a trading firm which she inherited
from his father. She has been with Ceevas as chief executive officers for the last 10 years and she is likewise
happy with how her employees work for the firm.

Most of the employees are loyal to the firm because of the way management takes care of them.
Aside from providing competitive salaries and benefits, Ceevas implements equal employment opportunities.
Although Ceevas is not a large firm, employees are happy to work there.

Lilia usually has a hand in hiring. She makes sure that the people she hires are not only competent
but also industrious, trustworthy, and persevering.

One day, she came across an applicant, Manuel who promises to be a good worker except that he
just came out of prison after serving a 3-year sentence due to a robbery incident. Lilia admired his honesty
and she felt the sincerity on how he regrets being involved in the crime. Lilia felt that Manuel deserves a
second chance and he supports a family or five children, all very young. She decided to hire Manuel and just
keep his records confidential to avoid employees of making speculations about his past.

Everything went on smoothly for a month until a male employee came rushing to her office that his
wallet is missing when he placed it on top of his table after paying his "paluwagan” dues for the month to a
co-employee. He said that Manuel was there when the incident happened.

Lilia asked Manuel about the missing wallet but he said he is innocent and he had nothing to do with
it. A few hours later, the wallet was found in another table just across the employee's desk.

The same incident happened two days after. Then another, and for the next two weeks, there were
five "missing-and-found" incidents and Manuel was always on sight. Some employees started speculating on
the personality of Manuel. His record in prison was finally exposed! Lilia felt how clever her employees are to
find a way on getting some confidential information about Manuel's record as a former prisoner. She felt
though that Manuel's presence in all these situations was purely coincidence and to think that all the missing
wallets were found intact, not a single centavo was lost!

The employees begin to put Manuel in the forefront after discovering pertinent in-formation about his
past. Although nothing was lost, they were afraid that the next time around, Manuel will strike again and this
time it is for real!
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Lilia is now contemplating on what to do. Manuel is an extraordinary worker. He is extremely

hardworking and industrious. He is also punctual and respectful. On the other hand, she is also thinking of
her employees who believe that Manuel should be fired before he does something more serious.

Case Questions
1. If you were Lilia, what are you going to do?
2. Is it right for employees to speculate on Manuel's possible moves the time around? Are there obvious
reasons for their speculations? Why?
3. Is Lilia right that Manuel's presence is only circumstantial or pure coincidence?
4. Is Lilia right in hiring Manuel in the first place?
5. What will you do if you were Lilia?

EXPLORE: READING CONCEPTS

INDIVIDUAL BEHAVIOR
Variables in Individual Behavior
a. Heredity. It provides some genetic explanation of individual differences.

b. Abilities and Skills. They can either be innate or leaned. It is important to match skills and
abilities with job for analysis which can further facilitate job matching .Job analysis is the process
of studying the tasks, behaviours, responsibilities, educational requirement, and training needed
to perform a particular job well. Today, an individual’s ability is not enough to indicate one’s
general intelligence. Daniel Goldman, a psychologist, suggests that emotional intelligence is very
important in assessing and understanding individual abilities.

c. Perception. It is a cognitive process which involves receiving a particular stimulus, organizing the
stimulus in the brain, and translating and interpreting the stimulus that will influence behavior.

According to research, it is important to know oneself so that It would be much easier to

see others more objectively. An individual’s own characteristics can affect how he perceives
others. If he accepts himself as he is, it is more likely that he can see favorable aspects of others.
Perception can also be influenced by time pressures, attitudes of peers and individual needs and
desires.

Attribution theory explains the relationship between perception and behavior. According to
attribution theory, perceived causes greatly influence behavior. In this theory a supervisor for example can
more accurately gauge his subordinate's behavior through the degree to which other subordinates engage in
the same behavior (consensus the extent by which the subordinate engages in the same behavior at different
times (consistency and the degree to which the subordinate behaves similarly in other situations
(distinctiveness). If a subordinate takes a leave whenever he is reprimanded by his superior, his co-
employees might do the same when they are reprimanded (consensus). If the employee does the same thing
6 Module 3 – LEADERSHIP AND EMPOWERMENT

every time he is reprimanded (consistency), then he might also take a leave if an erring customer complains
on a delayed delivery (distinctiveness).

Common Attribution Errors. Fundamental attribution error is the tendency estimate the importance
of external factors in making attributions about others behavior. Self-serving bias is the tendency to deny
accountability for a below average work and to take credit for a job well done.

It is important for managers to identify and understand the attributions employees make and at the
same time know that their own attributions may differ from their subordinates. Attribution theory asserts how
an individual sees the causes of his behavior and others.

Harold Kelly's Attribution Theory. Kelly proposed that individuals form attributions based on the
following: consensus, distinctiveness, and consistency.
• Consensus is a cue which indicates the behavior of peers in a similar situation.
• Distinctiveness is the degree to which the individual behaves the same way in another situation.

Suppose a supervisor receives several complaints about one of his sales representative named Juan.
He did not receive complaints about the other sales representatives (low consensus). Juan's records show
that he also received many complaints during his previous job as a sales clerk (low distinctiveness), The
complaints are consistently coming in for the post several weeks (high consistency). The supervisor may
conclude that the complaints come from Juan's behavior (internal attribution)

Suppose Maria is performing poorly in achieving her sales quota. This behavior prevalent with Maria's
co-workers (high consensus). For the first time, she has not achieved her target (high distinctiveness).
However, she is a good salesperson (low consistency). The supervisor may conclude that there is something
wrong with the situation, not with her (internal attribution), performance (external attribution).
• Attitudes. It is defined as a mental state of readiness that is learned and organized through
experience. It exerts a specific on a person’s response to people, objects, and situations with which it
is related (Ivancevich and Mattes0n, 2007)
• Attitudes are learned and organized close to the core of the individual's personality.
• Attitudes can be changed. They provide the emotional aspect of building relationships with others.
They form individual tendencies, predilections, and objections with things and situations.
• Attitudes are the individual's general affective, cognitive, and intentional responses toward objects,
other people, themselves or social issues (Petty and Cacioppo, 19381).

Components of Attitudes
a. Cognition (perceptions, opinions, beliefs). These are the thought components of attributes which
emphasize rationality and logic.
b. Affect (emotions, feelings). These are the emotional component of attitudes drawn from
experiences and learned from teachers, mentors, parents, and peers.
c. Behavior (actions). These are the tendency to act in a certain manner.
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The ABC Model of an Attitude

AFFECT emotional and feelings

BEHAVIOR observed behavior
COGNITION thoughts and beliefs

The ABC Model of attitudes draws out specific terminologies.

• Cognitive dissonance is a tension about by the conflict between attitudes and behavior, and culture.
• Organizational citizenship behavior is a behavior above and beyond the call of duty.
• Organizational commitment is the strength of an individual's identification with an organization.
• Affective commitment is based on the individual's desire to remain in the organization.
• Continuance commitment is based on the individual's inability to leave the company.

Values are enduring beliefs that a specific mode of conduct or end state of existence is personally or
socially preferable over an opposite or converse mode of conduct or end state of existence instrumental
values represent the acceptable behaviours to be used in achieving some end state. Some examples are
honesty, ambition, responsibility, forgiving nature, open-mindedness, courage helpfulness, cleanliness, and
competence. Terminal values are the goals to be achieved or the state of existence. Some examples are
world peace, family security, freedom, happiness, self-respect, wisdom, equality, salvation, prosperity, and
achievement.

Job Satisfaction. It is an attitude. It is how an individual perceives his job and how he derives
satisfaction from the job through the job itself, promotions, working conditions, rewards and benefits, and job
security. Job satisfaction is a pleasurable or positive emotional stat resulting from the appraisal on one’s job
or job experiences.

Aside from job satisfaction, other attitudes that prove to be essential on the job are:
a. Optimism
b. Patience
c. Self-starter
d. Persistence/determination
e. Sociable
f. Willingness to accept criticism

Personality. It is defined as a relatively stable set of characteristics, tendencies, and temperaments

that have been significantly formed by inheritance and by social cultural, and environmental factors
(Ivancevich and Matteson , 2007)

PERSONALITY AND INDIVIDUAL DIFFERENCES

Individual differences are factors such as skills, abilities, personalities, perceptions, attitudes,
values, and ethics that differ from one individual to another.
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Personality is defined as a relatively stable set of characteristics that influence an individual's

behavior

Personality Theories
1. Trait Theory. Gordon All port the most popular trait theorist, saw that traits are broad or general
guides that lend consistency to behavior. When all these traits are combined they form an
individual's personality, In order to understand an individual, there is a need to break down
behavior patterns into observable traits. Another leading theorist Raymond Cattell identified 16
traits in bipolar adjective combinations such as self-assured/apprehensive, reserved/outgoing, and
submissive/dominant.
2. Psychodynamic Theory. Sigmund Freud is the most prominent figure in psychodynamic theory.
It emphasizes the unconscious determinants of behavior. Freud conceptualized the theory of
personality based on the interaction of the id, ego, and superego. The id is the impulsive, primitive
element that operates in an uncensored manner. The id is considered the child figure, acting on
impulses. The ego is the adult figure. The superego contains the should not’s of personality. It
acts as the parent figure of the personality. Sometimes, the ego and the superego clash, resulting
in conflict. The ego compromise by using defence mechanisms to justify a behavior, Examples of
defense mechanisms is denial, suppression, and repression.
3. Humanistic Theory. This is the personality theory that emphasizes individual growth and
improvement. The leading theorist in humanistic theory is Carl Rogers, He believed that all people
have a basic drive toward self-actualization. This theory contends that the self-concept is an
integral part of an individual’s personality.
4. Integrative Theory. This approach describes personality as a combination of an individual’s
psychological makeup. A person’s personality based on his psychological structure includes his
emotions, cognition, attitudes, expectations, dreams, and fantasies.

Personality Characteristic’s Found in Organization

1. Locus control. It is a person’s generalized belief on internal control versus external control. A
person who believes that he can control what will happen to his life has an internal locus of
control. A person has an external locus of control if he believes that his fate is controlled more by
others or some circumstances. It is advantageous for mangers to know their subordinates’ locus
of control. Internal who believe they are responsible for their own actions would want to have
some power on how they will perform. They do not want close supervision. External, on the other
hand, may need the opposite. They would prefer a more structure work setting and closer
supervision. They trust that their supervisors would be in a better position to provide them with a
more stable and comfortable work environment.
2. Self-esteem. This is an individuals’ general feeling of his set-worth. These with high see-esteem
have more positive feelings about themselves. They know how to accent mistakes without losing
their self-confidence. They also have a brighter outlook in life so they can handle frustrations well.
Managers can further enhance their self-esteem by providing them with more challenging tasks.
These with low self-esteem should a ways be motivated and encouraged. They would require
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counselling from time to time. They should be provided with programs that would boost their self –
confidence.
3. Self-efficacy. It is an individual's belief on his ability to accomplish a specific task There are four
sources of self-efficacy; previous experiences behavior models such as searching for the
achievements of others with similar backgrounds, persuasion and encouragement from other
people and assessment of current skills and capabilities Managers can enhance the self-efficacy
of their employees by providing job challenges coaching and counselling motivating, and training
employees.
4. Self-assessment. It is the extent to which an individual based his cues or future action on other
people or situations. People who practice high self-assessment pay attention to what action is
appropriate to the situation. These people behave accordingly. On the other hand, people who
practice low self-assessment do not regard situational cues and are not particular with the
behavior of other people. They act on their own liking.
5. Mood Dispositions. These are positive and negative aspects of one’s self. Those who focus on
their positive aspects have vibrant moods. They rarely have mood swings or sudden temper
outburst. Those who magnify their negative aspects are more prone to anger. They are very
temperamental and sensitive. Interviewers who exhibit optimism valuate job candidates more
favorable than pessimistic interviewees. Sales representatives with a positive outlook in life are
likely to close more sales than negative thinkers. Those with negative disposition are also more
prone to stress.

ATTRACTION-SELECTION-ATTRITION FRAMEWORK
People are attracted to different careers in the organization based on their capabilities, talents, and
skills. Organizations, on the other hand, select people based on organizational fit, requirements of the job,
and the needs of the organization. Attrition occurs when people feel that they do not like the organization, or
the company finds that the individual is not fit in the organization.

Personality Influences
a. Hereditary Factors. Some aspects of personality such as moods and temperaments are
influenced by heredity.
b. Culture. It greatly influences one’s personality over time through the society’s system of beliefs,
norms, traditions, practices, and customs.
c. Social Class. One’s social class influences individual personality with regard to perception of
oneself and others.
d. Family Relationships. The degree to which the individual develops close ties with family
members influences his personality.

Personality Model
a. Openness to Experience. It is the ability to take risks and the degree of openness to a broad
range of interests.
b. Extroversion. It is the tendency to be sociable and friendly.
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c. Emotional Stability. It is the tendency to overcome conflicts triumphantly and handle emotions
with depth and maturity
d. Agreeableness. It is being forgiving, courteous and kind.
e. Conscientiousness. It is being dependable and responsible.

SOCIAL PERCEPTION
According to Nelson and Quick957, social perception should be taken into consideration both in group
and individual behavior.

PERCEIVER
Familiarity with the target TARGET
Self-concept Physical appearance
Cognitive/thinking Communication-words, gestures

BARRIERS BARRIERS

Selective First impression

Perceptions; error; implicit personality
Stereotyping; self-fulfilling SOCIAL PERCEPTIN theory
prophecies

SITUATION
Context
Interaction between the perceiver and the target

Figure11. Social Perception Diagram

Characteristics of the Perceiver. One of the characteristics of the perceiver which affects social
perception is familiarity with the target. If the perceiver knows the target very well, he has several
observations which, if perceived well can be accurate. If the perceiver is very familiar with the target, he may
screen out pertinent information which is inconsistent with his knowledge about the target. If the perceiver
has a preconceived attitude toward a person, he will display this bias which may affect social positive
attributes about the target whereas a perceiver with a negative self-concept may have the tendency to see
his negative traits with the target. In terms of cognitive thinking, a perceiver may consider height or physical
looks more than the capacity or attitude of the target. There are also cases when a person looks for so many
traits instead of a few important ones.

Characteristics of the Target. The target is the person being perceived. Physical appearance plays
an important role in social perception. A gullible person may be screened out because his personality is seen
as unimpressive. On the contrary, a loud person may be seen as somebody who can deliver and provide
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results. Physical attractiveness provides color and meaning to social perception. Nonverbal cues such as
gesture, body movements, and eye contact have bearing in interviews.

Characteristics of the Situation. The interaction of the perceiver and the target plays a big role in
social perception. Whatever will transpire during the encounter or conversation will affect each other’s
perception. All barriers must be overcome to come up with an unbiased perception of both parties.

Barriers to Social Perception

a. Selective perception. It is the tendency to favour information that will confirm a perceiver’s
viewpoints and discount those that threaten his benefits.
b. Stereotyping. It is the tendency to generalise a group of people.
c. Implicit Personality theory. It is the tendency to form cetin theories about a person based on
some presumptions of how he behaves.
d. Self-fulfilling Prophecy. It is a situation wherein one’s expectations about the person affect his
interaction with the target such that his expectations are fulfilled.

GROUP BEHAVIOUR

Types of Groups

1. Formal Groups. These are groups made by the organization to perform assigned tasks.
a. Command Group. A good example is the organizational chart.
b. Task Group. This is a group formed to complete a particular project. Another term for this
group is self-managed team.
2. Informal Groups. These are formed out of social needs.
a. Interest Group. It is formed to meet particular objectives such as to ask for pay hikes.
b. Friendship Group. It is formed out of members who have something in common or have
formed some kind of camaraderie.

Stages of Group Development

1. Forming. This is the start of group formation, born out of the group’s purpose and objectives. This
is the most difficult stage as would-be member’s differences try to form group.
2. Storming. This is characterized by conflict and confrontation. Some members may withdraw
because of conflict. The group must try its best not to disband and resolve conflicts f members
against each other.
3. Norming. The group has already passed the critical stage. This now involves cooperation,
collaboration, and teamwork. There is interaction and open communication on this stage.
4. Performing. Because of collaboration and cohesiveness in the group, all roles are clarified. The
group is now functional and is set to accomplish its goals. Members now perform tasks that would
accomplish group objectives.
5. Adjourning. All group activities are terminated since goals are already accomplished. The
termination of the group may have mixed emotions among individual members. Some may have
12 Module 3 – LEADERSHIP AND EMPOWERMENT

positive results, while others may be disappointed or frustrated with what the group has
accomplished.

Elements of Groups

1. Composition. This comprises of the characteristics of each position and its relationships with
one another. For example, a member is designated as the leader and others are merely
members. The relationship of the leader with his followers and vice versa forms various behavior
patterns on the affect performance.

2. Status Hierarchy. This includes the various positions assumed by the members. Assignment of
tasks may be based on the position assumed by each member.

3. Roles. There are three kinds of roles: expected (what is expected by the organization according
to group purpose and objectives); perceived (what the member believes he should enact); and
enacted (the behaviour that the member exhibits). These three roles should be similar to each
other. Otherwise, conflicts may arise.

4. Norms. These are the standard of behavior that the group members’ should follow. Conflicts
result from non-conformity with norms because of individual differences, group size, and cultural
factors. Individual differences include the level of intelligence or leadership style. Group size can
affect the group. Small groups are much easier to handle than large groups. Groups with
multicultural; backgrounds can affect group behavior.

5. Leadership. The leader and his leadership styles is a critical factor in the accomplishment of
group goals.

6. Cohesiveness and Cooperation. Members cooperative and collaborate toward the

accomplishment of group objectives.

7. Groupthink results from a very cohesive group that has a deep sense of urgency to come up with
a consensus which can negatively affect the group’s overall decision. Therese is pressure to
conform. Opposing views are immediately dismissed.

TEAMS

A team is a formal group comprising of members who have a shared commitment and interact with
each other in order to accomplish the group’s objectives. Their skills complement each other and they are
accountable to accomplish their tasks and agreed-upon goals and objectives
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Adviser
Analyzer
INFORMATION

Controller
Coordinator
Provider
Initiator
ADMINISTRATIVE
IDEAS
PROCEDURES

Teams
Maintainer
Evaluatoir Promoter
RULE / Disseminator
REGULATIONS/ VIEWPOINTS
POLICIES
Organizer
Assessor
STRUCTURE/
OPTIONS

Figure 12. Basic Roles of Teams

Basic Roles of Teams

• Adviser/Analyser. One of the most important roles of teams is to analyze, provide, and feed
necessary information that the firm needs especially in planning and budgeting
• Controller/Provider. Top management teams provide all the rules and regulations as well as
administrative procedures that employees should follow. At the same time, the teams control,
monitor, and correct any deviation from given policies.
• Maintainer/Evaluator. It is also the task of top management teams to evaluate from time to time
all the existing rules and procedures; change or modify when needed, and maintain well
balanced employee-employer relationship through a coherent, simple, and easy to-follow rules
and regulations.
• Organizer/Assessor. Teams offer substantial insights on key areas related to finance, human re
on competition, benchmarking and assessing current trends in technology. The firm copes with
the latest trends in manpower or production planning through organized teams
• Promoter/Disseminator, A division or a department is considered a team. Each department
comprises of sunbeams that disseminates relevant information such as those coming from top
management so that employees are kept informed with what is going on in the company. As the
firm becomes transparent in day-to-day operations, various viewpoints are screened and relevant
information is disseminated to employees.
14 Module 3 – LEADERSHIP AND EMPOWERMENT

• Coordinator/Initiator. Brainstorming of ideas in teams is very prevalent in organizations. This is

where excellent and creative innovations come from. This is where new products, new
technologies, and new methods originate.

Types of Teams
1. Project and Development Teams. They are formed to complete a certain project. They may be
highly skilled with a mixture of different specializations and come together just to work on a single
project.
2. Action/Negotiation Teams. These consist of highly skilled individuals who are entirely task-
focused. Some examples are surgical teams, sports teams, and military combat teams.
3. Production/Service Teams. These are teams involved in production or service like production
line assembly teams, data processing teams, and mining or drilling teams.
4. Advice and Involvement Teams. These include top-level management teams and quality control
circles or financial planning teams. They are also called problem-solving teams.

Elements of Team Effectiveness

1. Training. Members should be trained on how to accomplish their tasks more effectively.
2. Communication. There should be open communication among members.
3. Empowerment. The team must be given authority to make decisions.
4. Rewards. Efforts are rewarded as a team and not individually if tasks are accomplished in a team
setting.

Kinds of Intergroup Conflict

1. Functional Conflict. This enhances organizational performance. it provides positive results.
When groups disagree on how to achieve a goal, they end up selecting the best alternatives.
2. Dysfunctional Conflict. This hinders organizational performance. It provides negative results.
When groups disagree on the alternatives presented on achieving a goal and

Stages of Intergroup Conflict

1. Awareness of Conflict. There is an awareness of conflict of at least of group.
2. Emotional involvement. All groups are already aware of the conflict. It is likely that the conflict
would be resolved at this stage.
3. Presence of Conflict Behavior. The conflict has not been resolved. Each group manifests
"conflict behavior

Causes of Intergroup Conflict

1. Interdependence. When groups are interdependent in accomplishing tasks, conflicts may arise.
For example, one group is dependent on another group in going to the next level of accomplishing
its task or the output of one group is the input of another group.
15 Module 3 – LEADERSHIP AND EMPOWERMENT

2. Goal Differences. Different groups in the organizations have different goals and different
expectations. For example, the marketing/sales group may have different expectations on
achieving high profit as against the production group.
3. Varying Perceptions. One group may look at itself as the one that increases the bottom line
compared to the others. There can be intergroup competition and this can provoke conflicts.

Five Approaches in Resolving Conflicts

1. Dominating (win-lose). One group is dominating the other. Power is used in all its might just to
win. There is maximum focus on internal concerns and usually for selfish ends. However, this is
sometimes useful especially during emergency situations.
2. Accommodating (lose-win). One group may give way to the other group by minimizing its
concerns. The group which gives in is on the losing side because the very important issues have
not been resolved.
3. Problem solving (win-win). This is the best approach since both groups are willing to cooperate
in order to come up with a favorable resolution of the problem.
4. Avoiding (lose-lose). When both groups avoid possible confrontations and anticipate that
nothing will be accomplished to solve a problem, both are on the losing side since all issues
remain unresolved. Sometimes, this approach is not actually used to "cool down” and avoid
clashes of personalities but is used as an alibi to avoid "pain" in the process.
5. Compromising (neutral). Nothing is accomplished here. There is no distinct winner or loser.

NEGOTIATIONS
It is a process by which two or more parties attempt to reach an acceptable agreement in a conflicting
situation.
1. Obtain substantial results. The activities should focus on the content of the negotiation.
2. Influence the balance of power. Presentation of facts and expertise should dominate the negotiation
process.
3. Promote a conducive climate. Tension should be reduced.
4. Obtain procedural flexibility. The negotiators should be allowed to have more options on how to
conduct the negotiation process more effectively.

Activity 1
INSTRUCTIONS: Briefly answer the question below.
1. How much is the impact of individual differences in one’s behavior toward a group?
2. Which among the variables greatly influence individual behavior?
3. Why are rewards needed in reaction to achieving team effectiveness?

EXPLAIN: GOING DEEPER

INSTRUCTIONS: Briefly answer the question below.

1. Determine the factors affecting individual behavior.
2. Illustrate and explain the ABC Model attitude;
16 Module 3 – LEADERSHIP AND EMPOWERMENT

3. Is the problem-solving (win-win) approach the best way to resolve a conflict? Why or why not?

TOPIC SUMMARY

➢ This lesson deals with both individual and group behavior. The first part discusses individual behavior.
The variables in individual behavior are heredity, abilities and skills, perception, attribution, attitudes,
and personality. Individual differences are factors such as skills, abilities, personalities, perceptions,
attitudes, values, and ethics that differ from one individual to another. Personality is defined as a
relatively stable set of characteristics that influence an individual's behavior. Personality theories such
as trait, psychodynamic, humanistic, and integrative are discussed together with the personality
characteristics found in organizations. There are a number of personality influences which include
hereditary factors, culture, social class, and family relationships.
➢ The lesson also includes Nelson and Quick's social perception that should be taken into consideration
both in group and individual behavior. The social perception diagram looks at the characteristics of
the perceiver, the target, and the situation.
➢ The discussion on group behavior opens with the types of groups and the stages of group
development.
➢ The discussion moves to the basic roles of teams and their types. A team is a formal group
comprising of members who have a shared commitment and interact with each other in order to
accomplish the group's objectives.
➢ The kinds and stages of Intergroup Conflict are then discussed. There are five approaches to
resolving conflicts: dominating, accommodating, and problem solving, avoiding, and compromising.
➢ The lesson ends with Mastenbroek's discussion on the four factors on negotiating effectively: obtain
substantial results, influence the balance of power, promote a conducive climate, and obtain
procedural flexibility.
➢ Best Foot Forward discusses the strategies to fight against office politics and Points of View provide a
case entitled A Second Chance.
17 Module 3 – LEADERSHIP AND EMPOWERMENT

REFERENCES

1. Zarate, Cynthia A. Organizational Behaviour and Management In Philippine Organization. Rex

Book Store, 2017.
2. Pereda, Pedrito Real et. Al., PINOY Human Behaviour in Organization. Mindshapers Co. Inc. 2012.
3. Retrieved from:https://smallbusiness.chron.com/concept-empowerment-leadership-15371.html:
Retrieved on March 7, 2021.
4. Retrieved from: https://www.tutorialspoint.com/individual_and_group_behavior/introduction.htm:
Retrieved on March 7, 2021.
1. 1.