Organisational Dynamics: Term 1

Organisational Dynamics
Post Graduate Diploma in Banking & Relationship Management

Term 1
Dr. Kapil Pandla

Phone: +91149302467 , Email: kapil.pandla@niituniversity.in
6/9/20 Copyright © 2016 NIIT University
Leadership
6/9/20 Copyright © 2016 NIIT University

06/09/2020 Dr. Kapil Pandla 3
Despite an immense amount of research, managers
and researchers still know virtually nothing about
the essence of leadership, about why some people
follow and others lead. Leadership remains a
mysterious chemistry; catchall words such as
charisma proclaim our ignorance.

Definition of Leadership
• Leadership is a process by which a person

influences others to accomplish an objective
and directs the organization in a way that
makes it more cohesive and coherent. Leaders
carry out this process by applying their
leadership attributes, such as beliefs, values,
ethics, character, knowledge, and skills.

Definition of Leadership
• Leadership is a dynamic, relational process involving

interactions among leaders, members and
sometimes outside constituencies.
SITUATION
LEADERS ====== FOLLOWERS
COMMUNICATION

Who is a Leader?
(a) person who directs a military force or unit

(b) person who has commanding authority or influence
(c) (1) principal officer of a British political party
(2) party member chosen to manage party activities in a
legislative body
(3) such a party member presiding over the whole
legislative body when the party constitutes a majority
(d) a first or principal performer of a group
*According to Webster Dictionary

What is Leadership?
(a) the office or position of a leader

(b) capacity to lead
(c) the act or an instance of leading
*According to Webster Dictionary

Leadership

Types of Leadership Style

• Autocratic:
– Leader makes decisions without reference to anyone else
– High degree of dependency on the leader
– Can create de-motivation and alienation of staff
– May be valuable in some types of organisations where decisions
need to be made quickly and decisively

• Democratic:
• Encourages decision making from different perspectives
– leadership may be emphasised throughout the
organisation
– Consultative: process of consultation before decisions are taken
– Persuasive: Leader takes decision and seeks to persuade others
that the decision is correct

• Democratic:
– May help motivation and involvement
– Subordinates feel ownership
– Improves the sharing of ideas and experiences
within the organisation
– Can delay decision making

• Laissez-Faire:
– ‘Let it be’ – the leadership responsibilities are shared by
all
– Can be very useful in businesses where creative ideas are
important
– Can be highly motivational as people have control over
their working life
– Can make coordination and decision making time
consuming and lacking in overall direction
– Relies on good team work
– Relies on good interpersonal relations

• Paternalistic:
• Leader acts as a ‘father figure’
• Paternalistic leader makes decision but may
consult
• Believes in the need to support staff

Change Leadership

Change Leadership
• The most challenging aspect of any organisation is

leading and managing change
• Modern organisations must adapt and be flexible
• Problems in leading change stem primarily from human

resource management

Change Leadership
Leaders need to be aware of how change

impacts on followers

Theories of Leadership

• Trait theories
• Is there a set of characteristics that determine a good
leader?
– Personality?
– Dominance and personal presence?
– Charisma?
– Self confidence?
– Achievement?
– Ability to formulate a clear vision?

• Behavioural
• Imply that leaders can be trained – focus on the way of
doing things
– Structure based behavioural theories – focus on the leader
instituting structures – task orientated
– Relationship based behavioural theories – focus on the
development and maintenance of relationships – process
orientated

• Contingency Theories
• Leadership as being more flexible – different leadership
styles used at different times depending on the
circumstance.
• Suggests leadership is not a fixed series of characteristics
that can be transposed into different contexts

• May depend on:

– Type of staff
– History of the organisation
– Culture of the organisation
– Quality of the relationships
– Nature of the changes needed
– Accepted norms within the institution

• Transformational:
– Widespread changes to organisation
• Requires:
– Long term strategic planning
– Clear objectives
– Clear vision
– Leading by example – walk the walk
– Efficiency of systems and processes

• Invitational Leadership
– Improving the atmosphere and message sent out by the
organisation
– Focus on reducing negative messages sent out through the
everyday actions of the organisation both externally and,
crucially, internally
– Review internal processes to reduce these
– Build relationships and sense of belonging and identity with the
organisation

• Transactional Theories
– Focus on the superiors of the organisation
– Focus on procedures and efficiency
– Focus on working to rules and contracts
– Managing current issues and problems

Factors Affecting Style

Factors Affecting Style
• Leadership style may be dependent on

various factors:
– Risk - decision making and change initiatives based on
degree of risk involved
– Type of organisation
– How important change is – change for changes sake?
– Organisational culture – may be long embedded and
difficult to change
– Nature of the task – needing cooperation? Direction?
Structure?

Evolving Models of Leadership*
Ancient Traditional Modern Future
Idea of Domination Influence Common Reciprocal

Leadership goals relations
Action of Commandin Motivating Creating Mutual

Leadership g followers followers inner meaning
commitmen making
t
Focus of Power Interperso Self Interactions
leadership nal skills knowledge of group
development

Traits of Successful Leaders

• All good Leaders possess 14 Leadership traits.
• These provide character guidelines by which
to evaluate yourself by measuring yourself
against these ideals.

1. INTEGRITY
• The qualities of absolute honesty, trustworthiness,
uprightness of character and high moral principles.
Integrity can be practiced by doing the following:
• Tell the truth to both superiors and subordinates
• Stand for what you believe in, even if the belief is
unpopular.
• Use your power to work toward your organization’s goals

2. KNOWLEDGE
• You will quickly gain the respect and confidence of your fellow
Lions by showing them you are knowledgeable about your
area of responsibility and theirs. Keep in mind, though, that
learning is a continual process. To develop and demonstrate
knowledge your should.
• Learn from experienced Lions by listening and studying.
• Ask questions when unsure.
• Notice and correct substandard performance in others,
particularly those subordinate to you.
• Show your subordinates by your actions how they should
perform their duties.

3. COURAGE
• Courage is the quality that acknowledges fear but allows
you to meet danger or opposition calmly and with
firmness. Courage is developed when you:
• Place duty and commitment to your association’s mission
over personal feelings and desires.
• Look for and willingly accept responsibilities.
• Stand for what is right, even if it is unpopular.
• Never blame others for your mistakes.

4. DECISIVENESS
• This is the ability to weigh all the facts and make a timely
decision. To develop decisiveness, you should:
• Get into the habit of considering several points of view
for each problem; then make your best choice.
• Know when not to make a decision.
• Remember that a good decision now is usually better
than a perfect decision later.

5. DEPENDABILITY
• Leaders are dependable when they fulfill their
commitments. Dependability is developed by:
• Being places on time.
• Accomplishing your assigned tasks, even if you face
obstacles.
• Building a reputation for keeping your word when you’ve
made a promise.
• Demonstrating loyalty to your friends and supporters.

6. INITIATIVE
• Initiative is recognizing what must be done

and then doing it without having to be told
to do so. Practice the following to develop
initiative.
• Find task that need to be done and do them
without being told.
• Look for better ways to do things.

7. TACT
• Tact is the ability to deal with others without

causing ill feelings or offense. In order to
develop tact, do the following.
• Check yourself for tolerance and patience. If
you lack these qualities, make efforts to
change.

8. JUSTICE
• To be just is to be fair. Personal feelings,
emotions and prejudices should not be
allowed to influence your decisions. To
improve the trait of justice, make sure you
practice the following.
• Apply rewards and reprimands to all
consistently.
• Listen to all sides of an issue before making a
decision.
• Be aware of your counter-productive
prejudices and seek to rid yourself of them.
9. ENTHUSIASM
• Enthusiasm is showing sincere interest and

eagerness in performing your job. To develop
enthusiasm in others, you should:
• Consistently exhibit a positive attitude to
others.
• Emphasize your subordinates’ successes.
• Encourage others to overcome any obstacles
which they encounter.

10. BEARING
• Your bearing is your general appearance,
carriage and conduct. Bearing is demonstrated
by:
• Avoiding profanity or vulgarity.
• Controlling your voice and gestures so that
emotional extremes don’t show in your
actions. Sometimes it’s appropriate to show
some anger, but you should never appear to
lose your temper.
• Not reprimanding anyone in the presence of
others.
11. ENDURANCE
• Maintaining the physical and mental stamina
to perform your job under difficult conditions
and for long periods of time is endurance.
Maintain endurance by doing the following:
• Avoid excesses that lower your physical and
mental stamina. Don’t “party” or keep late
hours.
• Maintain a proper diet and exercise.
• Finish every job, regardless of the obstacles.

12. UNSELFISHNESS
• You should always give credit where credit is due. To
unselfishness you should:
• Give credit to the Lions with whom you are working for jobs
well done and ensure that any recognition or praise from
higher levels is passed on to the deserving individuals.
• Help your fellow lions with mundane tasks. You’d be surprised
at how respected you’ll be when you help them with some of
their tasks.
• Make a sincere, honest attempt to look at situations from the
other Lion’s perspective.

13. LOYALTY
• Loyalty is the quality of faithfulness to your principles, your
country, your association, your superiors and subordinates. To
practice loyalty you should:
• Remember loyalty is a two-way street. Be loyal to those above
and below you.
• Stand up for your association and its members when they are
unjustly attacked.
• Discuss your associations problems only with those who can
help solve the problems. Don’t gossip.

14. JUDGEMENT
• Judgment is the ability to weigh facts logically, to consider
possible solutions and to reach sound decisions. Judgment
includes common sense. To develop the trait of judgment you
can:
• Do not yield to impulse. Think about the possible effects of
what you’re about to do.
• Try to visualize the situation from another person’s
perspective.
• When in doubt, seek good counsel.

Leadership
in your palm

Leadership in your palm 1/10
• The team fingers have difficulty in contacting

each other but, thumb touches each of the
fingers
An effective leader is in touch with each of the

members and brings them together

• Though thumb is smaller in size than three of

the fingers, it is solid and strong
Size is not determining factor for leadership but

being solid and strong matters

• All four fingers have three joints. Thumb has

got only two joints
An effective leader may have less skills than the

members but is flexible to utilise the skills of
members

• The four fingers are facing the world and are

externally directed. Thumb looks towards both
the world and also towards the four members
An effective leader minds both members and

work. He actually cares for members so that
they can care for work

• Fingers cannot work without thumb and

thumb cannot work without fingers
Members cannot work without leader and

leader cannot work without members

• Thumb helps fingers to do different jobs in

different forms
Leader helps members to perform many tasks

and adds value in many ways

• There is trouble maker in the fingers, index

finger but when it joins thumb it becomes
perfect sign
Amongst members there may be members

who question, agree, disagree and accuse but
when they join effective leader they create
excellence and perfection

• Both thumb and fingers cannot do without

bending
Both leader and member have to be humble to

do effective work

• When thumb and all the fingers close together

in unity they become a strong fist, which can
hammer and crash any problem
When leader and member work in close unity

they become strong force

• When four fingers close together and Thumb

stands high representing Team it is “Thumbs-
up”
When members close together and leader is

shining with smile and standing for the team it
is “Spirits up.” A victory for the team

Food for Thought
The first responsibility of a leader is to define

reality. The last is to say thank you. In
between, the leader is a servant.

Thank you!!

Organisational Dynamics: Term 1

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Organisational Dynamics

Post Graduate Diploma in Banking & Relationship Management

Dr. Kapil Pandla

6/9/20 Copyright © 2016 NIIT University

06/09/2020 Dr. Kapil Pandla 4

• Leadership is a process by which a person

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• Leadership is a dynamic, relational process involving

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(a) person who directs a military force or unit

*According to Webster Dictionary

(a) the office or position of a leader

*According to Webster Dictionary

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• The most challenging aspect of any organisation is

• Modern organisations must adapt and be flexible

• Problems in leading change stem primarily from human

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Leaders need to be aware of how change

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• May depend on:

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• Leadership style may be dependent on

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Ancient Traditional Modern Future

Idea of Domination Influence Common Reciprocal

Action of Commandin Motivating Creating Mutual

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• Initiative is recognizing what must be done

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• Tact is the ability to deal with others without

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• Enthusiasm is showing sincere interest and

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• The team fingers have difficulty in contacting