Republic of the Philippines

Laguna State Polytechnic University

COLLEGE OF TEACHER EDUCATION
Siniloan (Host) Campus
Siniloan, Laguna

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Course Code : EM 208

Course Title : HUMAN BEHAVIOR IN ORGANIZATION
Name : JENILYN F. GOZOS
Course/ Major : MAED/ EDUCATIONAL MANAGEMENT
Professional Lecturer : Dr. Elaine Rose V. Gordula- Nachon
Topic/s : What is Leadership, Kinds of Leadership, Power and
the Leader
Term : Summer 2015
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I. Introduction
The word “Leadership” has three essential words. ‘Lead’ which means
an act to guide, to conduct or to direct someone or something, ‘Leader’ refers to
any person or thing that leads or directs, and ‘ship’ that can be considered as an
organization. Leaders that lead positively can make an organization successful.
The success of an organization primarily lies on the leader. If he is the
kind of leader that thinks, speak and act positively, the success is sure to
achieve. On the other hand, if he does the opposite of it, failure will be the end
result.
A good leader must be a good follower, an obsolete yet inspiring
quotation about leadership. One cannot lead any organization, if he does not
know how to follow. He must know how to empathize with his subordinates. He
himself must abide the set rules of the organization to achieve common goal. As
a leader, you must know how to mingle with your followers who support you all
the way. Leader must always remember that leadership is a process and not a
position.

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II. Discussion
According to Roberto G. Medina, leadership is defined as the process
of guiding and directing behavior of people in the organization in order to
achieve certain objectives. In addition, according to Koontz and O’ Donnell it is
defined asthe art of including the subordinates to accomplish their assignments
with zeal and confidence. Zeal reflects hard work, earnestness and intensity in
execution of work; confidence reflects experience and technical ability.”

In order for an organization to become successful, we should consider

the following concepts of leadership; Managers are people who do things right,
while leaders are people who do the right thing.

Leadership is all about courage to dream big. Leadership is a complex

process by which a person influences others to accomplish a mission, task, or
objective and directs the organization in a way that makes it more cohesive and
coherent. Leadership makes people want to achieve high goals and objectives,
while, on the other hand, bosses tell people to accomplish a task or objective.
Leadership can be used for good or ill. Leadership skills can be perverted to
pursue bad ends.

Leading is one of the functions of management. The other functions

consist of planning, organizing, directing, and controlling. Without sufficient
leadership, these other functions can be rendered useless because people will
not be motivated to put them in operation. Managers and leaders are different in
the following ways: Managers are rational problem solvers, while leaders are
intuitive, more visionary; Managers perform other administrative function such as
planning, organizing, decision- making and communicating. Leaders are primarily
concerned with results; managers are concerned with the efficiency of results
and leaders obtain their power from below while managers obtain theirs from
above.

Leadership are of two kinds; first is Formal Leadership it refers to the

process of influencing others to pursue official objectives. Formal leaders are
vested with formal authority and as such, they generally have a measure of
legitimate power. They rely on expedient combination of reward, coercive,
referent and expert power. On the other hand, Informal leadership refers to the

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process of influencing others to pursue unofficial objectives. They lack formal
authority. Informal leaders who are satisfied with their jobs are valuable assets of
the organization. When they are not satisfied, they become liabilities. Their power
can be used to convince employees to cause harm to the organization.

Leadership is considered very important in an organization.

Leadership initiates action; Leader communicates the policies and plans to the
subordinates from where the work actually starts. Leadership should be driven
with motivation; a leader motivates the employees with economic and non-
economic rewards and thereby gets the work from the subordinates. Leadership
provides guidance; a leader guides by instructing the subordinates the way they
have to perform their work effectively and efficiently.

Leadership must create confidence; Confidence is an important

factor which can be achieved through expressing the work efforts to the
subordinates, explaining them clearly their role and giving them guidelines to
achieve the goals effectively. It is also important to hear the employees with
regards to their complaints and problems. Leadership builds one’s morale; A
leader can be a morale booster by achieving full co-operation so that they
perform with best of their abilities as they work to achieve goals. Leadership
should also build working environment; Management is getting things done from
people. An efficient work environment helps in sound and stable growth. He
should listen to his subordinates’ problems and solve them. He should treat
employees on humanitarian terms. And lastly, Coordination is an important
factor; Co-ordination can be achieved through reconciling personal interests with
organizational goals. This synchronization can be achieved through proper and
effective co-ordination which should be primary motive of a leader.

Leadership has a great impact in an organization. In leadership and

human behavior; Human nature is the common qualities of all people who
have similar needs. A leader must understand these needs because they are
powerful motivators. In leadership and communication; Communication is very
important because a leader coach, coordinate, counsel, evaluate, and supervise
through this process. And in leadership and motivation; a person's motivation is a
combination of desire and energy directed at achieving a goal.

Leaders may possess different kinds of power within an

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organization. The main concern of a leader is to influence people to behave as
he wants them to. The leader, however, can influence only if he possess power,
and this emanates only from either the group or the leader.

The bases of power that the leader may use to convince

subordinates may be classified as either position power or personal power.
Position power is the power derived as a consequence of the leader’s position.
It consists of the following types: Legitimate power, Reward power, and Coercive
power. Legitimate power referred to as “authority”, this power emanates from a
person’s position in the organization. The legitimate power vested in a person is
characterized by the following: It is vested in a person’s position, it is accepted by
the subordinates, and authority is used vertically.

Reward power is the power emanates from one’s ability to grant

reward to those who comply with a command or request. The leader’s capacity to
provide promotions, money, praise, and other rewards influences the behaviour
of subordinates. Coercive power is the power that arises from the expectation of
subordinates that they will be punished if they do not conform to the wishes of
the leader.

Personal power of the leader is the result of his personal

characteristics. It may be any or both of the following: Expert power, this power
refers to the power possess by professionals. An expert who possess and can
dispense valued information generally exercise expert power over those in need
of such information. This power depends on his education, training and
experience. Doctors, Lawyers and Computer specialists are examples of person
who may have expert power. The expert power of a leader depends on his
education, training and experience.

On the other hand, referent power is a kind of power that refers to

the ability of the leaders to develop followers from the strength of their own
personalities. Leaders who possess this power have a personal magnetism, an
air of confidence, and a passionate belief in objectives that attract and hold
followers.
People follow because their emotions push them to do so. Some
religious and political leaders like Nelson Mandela of Africa, the late Mother
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Teresa, and the late Michael Jackson are example of those who have or had
referent power.

III. Research Findings

 The main purpose of the first study is to investigate the relationship

among leadership, organizational culture, the operation of learning organization
and employees' job satisfaction. A quantitative research design was employed. A
total of 1,000 questionnaires were mailed out and received 134 valid replies.

The research results indicate that the various operation extents of

learning organization have significant difference under the dimensions of
leadership, organizational culture and the operation of learning organization.
Both leadership and organizational culture can positively and significantly affect
the operation of learning organization. In addition, the operation of learning
organizations has a significantly positive effect on employees' job satisfaction.

The findings show that, with the increasing number of knowledge

workers in Taiwan, it is impossible for business administrators to satisfy
employees' demands by means of conventional leadership. Instead, they are
required to enhance their own skills in transformational leadership and, through
setting a good example to employees, encouraging innovation and learning
activities, developing employees' potentials, giving education and training
activities, etc, more money incentives, this is necessary to keep people with
excellent talents.

The purpose of the second study is to investigate the moderating

effects of organizational culture on the relationships between leadership behavior
and organizational commitment and between organizational commitment and job
satisfaction and performance in the Malaysian setting.

Data were gathered from 238 Malaysian UM MBA part‐time students

and the researchers' working peers. Data on the respondents' organizational
culture and leadership behaviors, and how they affect organizational
commitment, job satisfaction and employee performance, were collected using
the OCI, leadership behavior questionnaire.
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 Generally, and with a few exceptions, leadership behaviour was
found to be significantly related to organizational commitment, and organizational
culture played an important role in moderating this relationship. Organizational
commitment was found to be significantly associated with job satisfaction, but not
with employee performance. However, only supportive culture influenced the
relationship between commitment and satisfaction. Possible causes and
implications for managers are discussed.

The paper contributes to the existing pool of knowledge on the

relationships between leadership behaviours, organizational culture,
organizational commitment, and job satisfaction and employee performance.
Different aspects of these variables were tested, so as to provide a wider and
more comprehensive understanding of the factors that affect organizations and
employees.
The final study focus on school leadership relations between
principals and teachers, this study examines the potential of their active
collaboration around instructional matters to enhance the quality of teaching and
student performance. The analysis is grounded in two conceptions of leadership
—transformational and instructional. The sample comprises 24 nationally
selected restructured schools—8elementary, 8middle, and 8high schools. In
keeping with the multilevel structure of the data, the primary analytic technique is
hierarchical linear modeling (HLM). The study finds that transformational
leadership is a necessary but insufficient condition for instructional leadership.
When transformational and shared instructional leadership coexist in an
integrated form of leadership, the influence on school performance, measured by
the quality of its pedagogy and the achievement of its students, is substantial.

IV. Conclusions

A follower is the mirror of a leader. The characteristics of a leader

will surely influence his followers. If he’s on the right track, his followers will be
there too. However, if he took the other way, expect his followers to trace his
path.
If you are leading an organization, you must possess many positive
characteristics to achieve your set goals.
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 If your followers see the hard work they must exert in order to cross
the bridge of success, you as a leader must see the success of crossing the
bridge of hard work. If most of the time, your followers are focusing on the
problem in every situation and in the possibility of failure, as a good leader you
must see the potential in every situation and the possibility of success.

In line with this, here are other leadership qualities:

 Become the person others want to follow
 Be honest
 Have ability to delegate
 Be a better communicator
 Be a good listener
 Have a good sense of humor
 Always be confident
 Be committed
 Bear positive attitude
 Visualize your goal
 Have strong determination
 Be innovative
 Lead the team from the front
 Inspire team members
 Have open mind
 Create good work culture
 Do right things in a right way
 You must have a vision
 Say “we” instead of “I”
 Keep learning, growing and improving
 If you aim high, you will reach high

V. References

A. Print

Roberto G. Medina (2011). Human Behavior in Organization. Sampaloc,

Manila,Philippines:Rex Book Store Inc.

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B. Electronic Sources

Helen M. Marks, Susan M. Printy., (2011, September). Principal Leadership and

School Performance: An Integration of Transformational and Instructional
Leadership. Retrieved from http://eaq.sagepub.com/content/39/3/370.short

Su- Chao Chang, Ming- Shing Lee., (2007). A study on relationship among
leadership, organizational culture, the operation of learning organization and
employees' job satisfaction. Retrieved from
http://www.emeraldinsight.com/doi/pdfplus/10.1108/09696470710727014

Lee Huey Yiing, Kamarul Zaman Bin Ahmad., (2009). The moderating effects of
organizational culture on the relationships between leadership behaviour and
organizational commitment and between organizational commitment and job
satisfaction and performance. Retrieved from
http://www.emeraldinsight.com/doi/abs/10.1108/01437730910927106

Prepared and Submitted by:

JENILYN F. GOZOS
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