UNIT 5

Leadership, Organizational Climate, Culture, and

Development, Teams in Organizations, The
Organization of Work Behaviour, Stress Management:
Demands of Life and Work

Prepared By
Mr.G.RAGU, M.Tech.,M.B.A.,PGDIM.,(Ph.D)
Assistant Professor
CSE
• Leader emergence - Individuals who become leaders, examining the
basis on which they were elected, appointed, or simply accepted.
• Study of which behaviors on the part of a designated leader
(regardless of how that position was achieved) led to an outcome
valued by the work group or organization.
The Problem of Defining Leadership
Outcomes
• In previous chapters, we have examined various approaches to improving
individual performance and, as a result, organizational productivity.
• In many senses we knew what we were after: decreased absence,
increased commitment, more persistence, creativity, and so forth.
• The situation is not so clear with leadership. Leadership has been
variously credited with achieving
• technological breakthroughs, settling labor problems, bringing an
organization back from bankruptcy, increasing share value, increasing
consumer confidence, or simply creating a fun place to work.
• Which of these is the “right” outcome to examine?
• In what time frame should we measure or evaluate the outcomes
of visionary behavior? A year? Five years? A decade? If we are going to
evaluate the outcomes of leadership, when should we start and when
should we stop counting?
• Short run as well as long run effectiveness.
• Negative Leadership Outcomes: The Destructive
Leader
• So far, we have taken a very positive view of leadership, assuming that
a leader is trying to achieve positive outcomes using knowledge, skills,
and abilities for the good of the organization.
• But it is clear that some leaders are not interested in doing
good work—or at least not doing work in a good way. These leaders are
called destructive leaders
Tyrannical leader – Autocratic style
• The tyrannical leader may accept the goals of the organization but
seeks to achieve those goals through actively manipulating and
humiliating subordinates.
• The fact that the tyrannical leader often does accomplish organization
goals may result in very different evaluations of his or her
effectiveness.
• Upper management views the leader favorably, while subordinates
see only a bully.
• Temper and autocratic style.
• Derailed
• Like the tyrannical leader, the derailed leader behaves abusively—but
he or she also engages in anti-organizational behaviors such as
laziness, fraud, and theft
Supportive-Disloyal
• Unlike the first two types of destructive leaders, the supportive-
disloyal leader actually shows consideration for subordinates but
violates the goals of the organization by undermining goal
accomplishment.
• This undermining may result from stealing resources from the
organization, granting subordinates excessive benefits, or encouraging
loafing or misconduct by subordinates.
Destructive Leaders

• Charisma
• Personalized power
• Narcissism
• Negative life themes
• Ideology of hate
Leader
• The individual in a group given the task of directing task-relevant
group activities or, in the absence of a designated leader, carrying the
primary responsibility for performing these functions in the group.
• A surgeon directing the efforts of a medical team is an example of a leader.

• The terms “manager” and “supervisor” are job titles.

• They imply the tasks or duties of the person who holds the title. They
describe what is to be done.
• Leadership deals with how these tasks or duties are carried out with respect
to members of the work group.

• “Leader” refers to a social-psychological aspect of the role of supervisor or

manager.
Traditional Theories of Leadership
• The “Great Man” Theories
• over the life of a respected leader for clues of what led to his or her
greatness
• Inspirational leaders
• Two kinds of sources of leader greatness are popular:
• (1) a galvanizing experience, such as overcoming a near-fatal illness,
• or (2) an admirable trait, such as persistence, optimism, or
intelligence, that the leader possesses to a singular degree.
The Trait Approach
• Leadership theory that attempted to show that leaders possessed
certain characteristics that nonleaders did not.
• Power approach
• Leadership theory that examines the types of power wielded by
leaders.
Teams in Organizations
● Time is saved if work usually performed sequentially by individuals can
be performed concurrently by people working in teams.
● Innovation and creativity are promoted because of cross-fertilization of
ideas.
● Teams can integrate information in ways that an individual cannot.
● Teams enable organizations to quickly and effectively develop and
deliver products
and services while retaining high quality.
● Teams enable organizations to learn and retain learning more effectively.
Groups and Teams
• Historically, groups have been distinguished from teams.
• Groups include members who may work together or may just share
some resources, but teams always include members whose tasks are
interdependent.
• Team
• Interdependent collection of individuals who work together toward a
common goal and who share responsibility for specific outcomes for
their organizations.
Types of Teams
• Many different kinds of teams are used in the workplace.
• Quality circle
• Work group arrangement that typically involves 6 to 12 employees
who meet regularly to identify work-related problems and generate
ideas to increase productivity or product quality.

Quality circles are often initiated by management

• Project team
• Team that is created to solve a particular problem or set of problems
and is disbanded after the project is completed or the problem is solved;
also called an ad hoc committee, a task force, or a cross functional
team.
• An example of a project team: Making a motion picture involves
workers from many different specialties, all coordinated to create the
end result.
• Production Teams
• Production teams consist of frontline employees who produce
tangible output such as cars, televisions, cell phones, or mined
minerals (Guzzo & Dickson, 1996).
• A common example is a team working on an assembly line in a
manufacturing plant that produces automobiles.
• An autonomous work group is a specific kind of production team that has
control
over a variety of its functions, including planning shift operations, allocating work,
determining work priorities, performing a variety of actual work tasks, and making
recommendations regarding the hiring of new work group members.

Autonomous work groups, which are also known as self-managing or self-directed

teams, are used by such industry leaders as AT&T, Coca-Cola, Federal Express,
General Electric, Motorola, Texas Instruments, and Xerox
• Virtual team
• Team that has widely dispersed members working together toward a
common goal and linked through computers and other technology.
• When US Airways flight 1549 had to make an emergency landing in
the Hudson River, the crew performed complex tasks in an integrated
manner that resulted in the safe exit of all 150 passengers and the
crew.
The Organization of Work Behavior
• Organization
• A group of people who have common goals and who follow a set
of operating procedures to develop products and services.

• Disorganization often has serious consequences, as the residents of

New Orleans recovering after Hurricane Katrina can attest.
• Organizations are a way of life—in virtually all sectors of life.
• Organization as Integration
• many different organizing forces are at work. Successful organizations
are those that are able to integrate these different forces.
Classic Organizational Theory
• Human Relations Theory - McGregor’s Theory X and Theory Y
Stress and Worker Well-Being
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