TM110 ORGANIZATIONAL BEHAVIOUR

1ST YEAR SEM 1 2016

SUMMARY REPORT: LEADERSHIP
SUBMISSION DATE: 20 MARCH 2016

1. INTRODUCTION

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In todays global society, there are a large number of associations. It can be viewed that
each association consist of a leader or board chairman in order to lead the association on the
right path. It is recognized that in the association, there are countless disparate departments
and each department concentrate on a specific task that is given to them by the higher ups in
the organization.

The leader of the association need to have certain qualities in order for him/her to yield
benefits and prospect for the association he/she represents. The leaders have to have
exceptional leadership skills that are needed to work efficiently at any given crucial moment
and level. A prosperous leader will also be able to recognize the possible most valuable route
to accomplish crucial ambitions of the company. He has to be able to assess the effectiveness
of the association organizational design and advance a healthy and harmless nature that
supports a sophistication of quality work environments.

2. DEFINITION

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Leadership doesn't have a one-size-fits-all definition. We all have our own thoughts
concerning on how to be a good leader. Generally it can be defined as the inspiration and
mobilization of others to undertake collective action in pursuit of the common good.

A leaders influence will turn on their own qualities of character, expertise, prestige,
intelligence, charm and credibility, but these will have little impact unless they engage the
relevant needs and motivations of the persons being influenced. Leadership can be usually
described as a procedure by that a person influences others to finish a goal and directs the
association in a method that makes it extra cohesive and coherent.

3. HISTORY

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The discovery of leadership can be dated back to Plato, Sun Tzu and Machiavelli;
though, leadership has merely come to be the focus of present intellectual studies in the last
60 years and predominantly more so in the last two decades. Present-day leadership scholars
and researchers have frequently been questioned concerning the nature of their work, and its
locale inside the academy, but abundant amount of the confusion encircling leadership as a
field of study could be attributed to a lack of understanding regarding trans-disciplinary,
inter-disciplinary, and multi- disciplinary academic fields of discover in general.

The control (which encompasses a host of sub-fields) is loaded alongside definitions,

theories, styles, purposes, competencies, and past examples of prosperous and varied leaders.
Collectively, the study findings on leadership provide a far more sophisticated and
complicated view of the phenomenon than most of the simplistic views presented in the
popular press during that time.

4. THEORY/CONCEPT
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A. TRAIT THEORIES OF LEADERSHIP

Trait theories of leadership recognize the specific personality traits that discriminate
heads from non-leaders. They are established on the premise that leaders are 'born, not made'
meaning that leadership is mainly innate, rather than being developed through learning. Main
study concentrated on the connection amid personality and leadership, but described
insignificant upholding evidence. Nevertheless, study interest in this area remains, alongside
Judge and Bono describing that 12% of all leadership studies published amid 1990 and 2004
encompassed the keywords 'personality' and 'leadership'.

In order to study the facts of a substantive connection amid personality and

leadership, a meta-analysis was led by Lord, De Vader and Alliger. This encompassed the
studies primarily studied by Mann and afterward published studies. Lord et al. clarified that
there were momentous meta-analytic correlations amid leadership perceptions and intellect,
masculinity and dominance. It is vital to note that these characteristics were associated
alongside leadership perceptions, rather than leader behaviours or performance, and so do not
reflect personal characteristics that could be connected to leader effectiveness. An afterward
meta-analysis, led by Judge, Bono, Iles and Gerhardtl, discovered that the Big Five
personality dimensions were significant predictors of both leadership development
(explaining 28% of the variance) and leader effectiveness (explaining 15% of the variance).

One of the main criticisms of trait theory is its simple approach; that it fails to
consider other supplementary factors that will impact the progress of a prosperous leader
such as situational and environmental factors. Recent study, had established that identical and
fraternal twins was able to guesstimate the heritability of leadership emergence at 30%. This
means that the remaining 70% is accounted for by situational factors such as exposure to
leader role models during one's career. Nevertheless, countless organizations use personality
assessment as portion of their selection procedures for managerial or leadership roles. There
are four essential leadership traits as explained below;
I.

Extroversion is characterized by breadth of activities (as opposed to

depth), urgency from external activity/situations, and energy creation from

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external means. The trait is marked by pronounced engagement with the

external world. Extroverts enjoy interacting with people, and are often
perceived as full of energy. They tend to be enthusiastic, action-oriented
individuals. They possess high group visibility, like to talk, and assert
II.

themselves.
Conscientiousness is a tendency to show self-discipline, act dutifully, and
aim for achievement against measures or outside expectations. It is related
to the way in which people control, regulate, and direct their impulses.
High scores on conscientiousness indicate a preference for planned rather
than spontaneous behaviour. The average level of conscientiousness rises

III.

among young adults and then declines among older adults.

Openness is a general appreciation for art, emotion, adventure, unusual
ideas, imagination, curiosity, and variety of experience. People who are
open to experience are intellectually curious, open to emotion, sensitive to
beauty and willing to try new things. They tend to be, when compared to
closed people, more creative and more aware of their feelings. They are

IV.

also more likely to hold unconventional beliefs

Emotional Intelligence (EI) is the skill in perceiving, understanding, and
managing emotions and feelings, It is a highly significant trait in
successful leaders as leadership is all about relatability. By understanding
how others are motivated, leaders can adjust communication styles and
approaches to better manage their teams.

B. BEHAVIOURAL THEORY
Behavioural theories of leadership are categorized as such because they focus on the
discovery of specific behaviours of a leader. For behavioural theorists, a leader performance
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is the best predictor of his leadership influences and as a consequence, is the best determinant
of his or her leadership success. This behaviour-focused way provides real marketing
possible, as behaviours can be conditioned in a manner that one can have a specific reply to
specific stimuli.
As portion of a research, Leader Behaviour Description Questionnaire (LBDQ) was
administered to assorted clusters of people fluctuating from college students and their
administrators, private firms encompassing martial personnel. One of the main intentions of
the research was to recognize public association behaviours. Later investigation and
analysing of the end results, the researcher managed to conclude that there were two clusters
of behaviours that were strongly correlated. These were described as Thought (People
Oriented behavioural Leaders) and Starting Structure.

C. CONTINGENCY THEORY
Contingency approach to leadership was influenced by two earlier research programs
endeavouring to pinpoint effective leadership behaviour. During the 1950s, researchers at
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Ohio State University administered extensive questionnaires measuring a range of possible

leader behaviours in various organizational contexts. Although multiple sets of leadership
behaviours were originally identified based on these questionnaires, two types of behaviours
proved to be especially typical of effective leaders;

i.

Consideration leader behaviours that include building good rapport and

ii.

interpersonal relationships and showing support and concern for subordinates.

Initiating structure leader behaviours that provided structure (e.g., role
assignment, planning, scheduling) to ensure task completion and goal
attainment.

There are three key theories in contingency theory;

I.

FIEDLERSS CONTINGENCY THEORY

Fiedler's contingency theory is one of the contingency theories that states that

competent leadership depends not merely on the style of managing but on the handling
beyond a situation. There are needs to have good leader-member relations, task structure
alongside clear aims and procedures, and the position power for the leader to mete out
rewards and punishments. Lacking these three in the right combination and context will result
in leadership failure. Fiedler crafted the least favoured co-worker (LPC) scale, whereas a
leader is asked what traits can be attributed to the co-worker that the leader likes the least.

An elevated LPC score exhibits a positive orientation towards human relations.

She/he gets alongside people. The nature of the task is less vital and subjects in acting it
could be compensated for good human relations. After the nature is such that every single
cluster associate is autonomous, such as in a logical setting, tasks could not be all that well
described, and a leader have to rely more on her or his personality to finish goals.

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On the contrary side, the low LPC score, the respondent relies on the nature of the
task to drive leadership. The task has to be well described or manageable, or the head will be
in trouble. In usual catastrophes or survival situations, tasks are not always well described or
prioritized well. Human relations are vital.

Leaders who have a low LPC scoring (task-oriented) are competent, despite the fact
whether the factors are exceedingly favourable or not. Also, they will act in a more assertive
manner. With elevated LPC scores (relations-oriented) are more competent after the three
factors are standardized. Fiedler asserted that the LPC scores might be utilized to recognize
the appropriate leader for a situation. If a leader is able to handle the tasks on hand, leader-led
situations, and have command, the leader can craft a favourable leadership environment.

The vagueness of the parameters in the LPC scale makes them open to interpretation
and they are context-free. For example, "supportive" could mean anything. Giving criticism
can be supportive, but in whose eyes? A leader who is egotistical may not see any criticism as
supportive. The proof of a theory is its ability to predict, but if the terms are vague enough,
just about any prediction will do.

The LPC model appears very much like a Bayesian weighting scheme that might be
integrated into a social networking model to test organizational integrity. However, the
parameters would need to be quantified, and a research instrument tested. The ways in which
such models can emerge is suggested by the diagrams of those giving their renditions of
Fiedler's contingency theory and applications.

II.

SITUATIONAL THEORY
The situational leadership theory ideal is a leadership theory industrialized by Paul

Hersey, lecturer and author of the book The Situational Leader, and Ken Blanchard,
leadership trainer and author of The One Minute Manager, a working of the early edition of
Leadership of Organizational Behaviour. The theory initially was called as "Life Series
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Theory of Leadership". Across the mid-1970s, "Life Series Theory of Leadership" was
renamed "Situational Association theory". In the late 1970s/early 1980s, the authors both
industrialized their own models employing the situational association theory; Hersey Situational Association Ideal and Blanchard - Situational Association II Model.

The main supporting characteristic of the situational leadership theory is that there is
no solitary "best" style of leadership. Competent leadership is task-relevant, and the most
prosperous leaders are those who change their leadership style to the maturity (the capacity to
set elevated but attainable goals, willingness and skill to seize obligation for the task, and
relevant education and/or experience of an individual or a cluster for the task") of the
individual or cluster they are endeavouring to lead or influence. Competent leadership varies,
not just together with the person or cluster that is being affected, but it additionally depends
on the task, job or purpose that needs to be accomplished. The Hersey-Blanchard Situational
Association Ideal rests on two frank concepts; leadership style and the individual or group's
maturity level.

III.

HOUSES PATH GOAL THEORY

Psychologist, Robert House, developed Path-Goal Theory in 1971, and next redefined

and notified it in a 1996 article in The Association Quarterly. According to him, if you desire
your people to accomplish their goals, you demand to aid, prop, and inspire them. You can do
this in three ways;
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i.
ii.
iii.

Helping them to recognize and accomplish their goals.

Clearing away obstacles, thereby enhancing performance.
Offering appropriate rewards alongside the way.

To do this, you can use four disparate kinds of leadership;

Supportive association Here, you focus on relationships. You display sensitivity to
individual team members' needs, and you ponder your team members' best interests. This
association style is best after tasks are repetitive or stressful.
Directive association With this, you converse aims and expectations and you allocate clear
tasks. This style works best after tasks or undertakings are unstructured, or after tasks are
convoluted and team associates are inexperienced.
Participative association With participative association, you focus on public participation.
You debate alongside your cluster, and you ponder their thoughts and expertise beforehand
making a decision. This way works best after your team associates are experienced, after the
task is convoluted and challenging, and after your team associates desire to give you their
input.
Achievement-oriented association Here, you set challenging aims for your team. You
have assurance in your team's skills, so you anticipate your team to present well, and you
uphold elevated standards for everyone. This style works best after team associates are
unmotivated or unchallenged in their work.

D. LEADER-MEMBER EXCHANGE (LMX) THEORY

The leader-member exchange (LMX) theory is a relationship-based approach to
leadership that focuses on the two-way (dyadic) relationship between leaders and
followers. It suggests that leaders develop an exchange with each of their subordinates, and
that the quality of these leader-member exchange relationships influences subordinates'
responsibility, decisions, and access to resources and performance. Relationships are based on
trust and respect and are often emotional relationships that extend beyond the scope of
employment. Leader-member exchange may promote positive employment experiences and
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augment organizational effectiveness. It is widely used by many managers and is replacing

many of its predecessors.

Figure 1: Leader-Member Exchange Theory

E. CHARISMATIC THEORY
Charismatic leaders also are sometimes called transformational leaders because they
share multiple similarities. Their main difference is focus and audience. Charismatic leaders
often try to make the status quo better, while transformational leaders focus on transforming
organizations into The leaders vision.

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Dr. Martin Luther King, Jr. was a charismatic leader who used powerful oratory, an
engaging personality, and unwavering commitment to positive change in the lives of millions
of people.
Ronald E. Riggio, Ph.D., professor of leadership and organizational psychology at
Claremont McKenna College, in his Psychology Today article What is Charisma and
Charismatic Leadership? had said that what sets charismatic leaders apart is that they are
essentially very skilled communicators, individuals who are both verbally eloquent, but also
able to communicate to followers on a deep, emotional level, He explained that charismatic
leaders are often identified in times of crisis and exhibit exceptional devotion to and expertise
in their fields. They are often people with a clear vision in business or politics and the ability
to engage with a large audience.
A charismatic leadership definition is incomplete if it does not focus on the leader
personally. More than other popular leadership styles, charismatic leadership depends on the
personality and actions of the leader not the process or structure.

Figure 2: Charismatic Leadership

5. WORKPLACE EXAMPLE
I.

When Yahoos growth and revenues slowed for several years, the company hired
Carol Bartz as its new chief executive. Known as a task-oriented leader, Bartz
previously led a successful turnaround at software maker Autodesk where, under
her leadership, the companys revenue grew from $300 million to more than $1.5

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billion. But after two and a half years at Yahoo, Bartz was fired as a CEO for
failing to revive the companys revenues and stock price. According to Fielders
contingency model, Bartzs task oriented style was not effective in improving
Yahoos performance. Observers noted that Bartz failed to provide the visionary
leadership and focused on strategic direction and execution needed to position the
company for growth.
II.

In 1997, when Apple Computer was floundering and lacking direction, the board
persuaded charismatic co-founder Steve Jobs to return as interim CEO and return
the company to its innovative roots. It can be seen that charismatic people shines
the most when the followers task has an ideological component or the
environment includes a high degree of uncertainty and stress. People working for
charismatic leaders are motivated to exert extra effort and, because they like and
respect their, express greater satisfaction. Apple Computer with the charismatic
Steve Jobs on board was able to gain more profits and now had become one of the
top tech companies in the world.

6. YOUTUBE EXAMPLES
Fiedler's Contingency Theory
https://www.youtube.com/watch?v=KqoGfr6O4WY

Situational Leadership
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https://www.youtube.com/watch?v=MSbWJQnGG0Q

7. CONCLUSION
In the past century, the often-misunderstood phenomenon of association has been
threw and battered as communal scientists have endeavoured to make a little sense of
something they understood continued, but that seemed beyond the grasp of scientific
inquiry. Remarking concerning the difficulties association researchers have confronted,

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Bennis had noted in his book Always, it seems, the believed of association eludes us or
turns up in another form to taunt us once more alongside its slipperiness and complexity.
Today, the believe is yet convoluted, but it is largely understood and far less slippery.
However we yet have more to discover concerning leadership. We are accompanied,
nevertheless, by a spirit of optimism emanating from the findings of those researchers
who, beforehand went across their own ordeals. Pummelled but unbowed, they endured
to study leadership and to motivate succeeding generations of scientists to continue their
exploration. All the same as a leader leading the followers and they will continue to do so
through the ups and downs of leadership research.
Leadership, and the study of this phenomenon, has roots in the beginning of
civilization. Our work, work environment, worker motivations, leaders, managers,
leadership style, and a myriad of other work-related variables have been studied for
almost two centuries. Over time, organizations have evolved from those with an
authoritarian style to ones with a more comfortable work environment, and then to
organizations where people are empowered, encouraged, and supported in their personal
and professional growth.

8. REFERENCES (APA STYLE)

i.

AFFANDY, M. (2014, October 1). Fiedler's Contingency Theory. Retrieved from

Youtube: https://www.youtube.com/watch?v=KqoGfr6O4WY

ii.

Blanchard, K., & Hersey, P. (1996). Management of Organizational Behaviour. New

Jersey: Prentice Hall.

iii.

Day, D. V., & Antonakis, J. (2011). Leadership: Past Present Future. In D. V. Day, & J.
Antonakis, The Nature of Leadership (pp. 3-25). Unites States of America: SAGE
Publications.

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iv.

Fiedler, F. (1958). Fiedler's Contingency Theory. Retrieved from Leadershipcentral.com: http://www.leadership-central.com/fiedler's-contingencytheory.html#axzz43GcWb9Cd

v.

Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: do traits matter? Academy of

Management Executive, 48-60.

vi.

Leicester, U. o. (2016). ORG Module Unit 6: Leadership. Retrieved from University

Of Leicester: http://www.le.ac.uk/oerresources/psychology/organising/index.htm

vii.

Marques, J. F. (2007). On Impassioned Leadership: A Comparison Between Leaders

from Divergent Walks of Life . International Journal of Leadership Studies, 98-125.

viii.

Marturano, A., & Gosling, J. (2008). LEADERSHIP The Key Concept. New York:
Routledge.

ix.

Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior. Essex: Pearson

Education Limited.

x.

Team, M. T. (2016). Path Goal Theory. Retrieved from Mind Tools:

https://www.mindtools.com/pages/article/path-goal-theory.htm

xi.

Vara, C. (2015, October 23). Situational Leadership. Retrieved from Youtube:

https://www.youtube.com/watch?v=MSbWJQnGG0Q

xii.

Wikipedia. (2015, December 22). Situational leadership theory. Retrieved from

Wikipedia:
https://en.wikipedia.org/wiki/Situational_leadership_theory#Maturity_Levels

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