Written Report in Human Behavior in Organizations

(Leadership Behavior)
Submitted by:
Balistoy, April Marie G. Gomez, Johana Carla T. Yadao, Rachel C. Maceda, Sorzox A.

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Submitted to:
Prof. Portia V. Miranda

I. Leadership
Starting from the old times, the term leadership has received various definitions. The definitions may be one or a combination of the following: 1. As an act or behavior 2. As an effect of interaction 3. As the exercise of influence 4. As a form of persuasion 5. As the act of inducing compliance 6. As a power relation 7. As a focus group process 8. As an instrument of goal achievement 9. As the initiation of structure 10. As a differentiated role 11. As personality and its effects 12. As an attribute of a position; and 13. As an art In social science literature, leadership has three meanings: Attribute of a position Characteristics of a person and Category of behavior As seen on the website businessdictionary.com, leadership is defined as an activity of leading a group of people or an organization, or the ability to this.

II. Theories of Leadership

1. Trait or Great Man Theory

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Leadership capabilities are inborn. They are smart, good-looking with a sonorous voice and a wholesome personality in nature. This theorys popularity fell when it deemed to be that the ideal leaders were not the same as those qualities required. The evolution of the trait theory is identified as the transformational leadership model where leaders should have the charisma to motivate his subordinates with utmost effectiveness. This is done through making them aware of the importance and implications of their performance and accomplishment and of his trust in them The components of charismatic leadership were as follows as explained by Nadler and Tushman: 1. envisioning the creation of a picture of the future, or of a desired future state with which people can identify and which can generate excitement 2. energizing the direct generation of energy among members of the organization 3. enabling the leader psychologically helps people act or perform in the face of challenging goals.

2. Environmental Theory
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This theory strongly opposes the first. It states that even if a person may be born with the capabilities of a strong leader, if this wouldnt be developed or enhanced it will become useless. It believes that Leaders are made, not born and so to become a great leader, his environment should be of those which could promote the development of his skills. A person should be trained through extensive involvement in various activities such as seminars and the likes.

3. Behavioral Theory There is a certain leadership style that leaders adopt and seek impact from. punishments to induce compliance
b. Authoritarian Leader one who claims covenant sourced from authority

a. Dictatorial Leader one with absolute authority and utilizes threats and

to exact obedience.

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c. Democratic or Participative Leader one who involves subordinates in

considering organizational matters giving them guidance in their work problems and goal achievement.
d. Laissez-faire or Free Rein Leader one who offers information to the

members but shows little involvement and participation in group activities. Another study from the University of Michigan identifies two styles of leader behavior that effect increased work group performance and satisfaction. procedures and close supervision of subordinates
b. Employee-centered

a. Job-centered or task-oriented emphasizes the use of rules,

or relationship-oriented style emphasizes delegation of authority and responsibility, concern for employee welfare, needs, advancement, and personal growth. Rensis Likert used the studies as a starting point and continued on a research to further understand the pattern of management in organizations. He categorized the supervisors with the best records of performance and those who focus on attending to their employees problems to build effective work groups with high performance goals as the employee-centered. Those supervisors who used pressure were called job-centered with less productivity in some sections.

4. Situational or Contingency Theory this theory suggests that leaders emerge

or come to existence when the need arises.

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The contingency model was proposed by Fred E. Fiedler stating that the most effective leadership style depended on the nature of the situation. He also developed a Leadership Contingency Model which asserts three major situation variables seem to determine whether a given situation is favorable to a leader. (refer below)

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SITUATIONAL CONTROL HIGH CONTROL

Leaders have the support of group members. The task is highly structured. Leaders have relatively high position power, enabling them to back up authority with appropriate rewards and punishment. FAVORABLE TO A TASK-ORIENTED LEADER

MODERATE CONTROL
Leaders may be supported by their group, but the task is relatively ambiguous and formal authority weak. Or, the task may be clear-cut and position power high, but members are nonsupportive FAVORABLE TO A RELATIONSHIPORIENTED LEADER

LOW CONTROL
The task is unstructured and nuclear. Leaders feel that their group members do not like or support them, and that they have little or no formal power to help them get things done.

FAVORABLE TO A TASK-ORIENTED LEADER

In relation to the effects of leadership style, Flora Generalao (UP) conducted a study with regards to the overall leadership effectiveness. The results were as follows: 1. Democratic leadership behavior elicits higher member satisfaction than autocratic leadership. 2. There is significant difference between endorsement of democratic and autocratic leadership styles regardless of the leaderships source of authority and position power. 3. The main effect for position power is insignificant

Research studies proved that the more managers adapt their style to the particular situation, the more effective they will tend to be in achieving personal and organizational goals.

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5. The theory of shared leadership it suggests that no ideal leader exists. The

success of the group rests upon all of the members and that they should know their abilities, talents, skills developing it maximally. Main Functions or Activities of a Leader Two types of leadership roles are distinguished when working in small groups. 1. Role to accomplish the task or attain the goal 2. Role to develop members feelings to maintain the strength of the group. The six tasks of a leader in terms of Number 1 role are: 1. 2. 3. 4. 5. 6. Initiates action Keeps the members attention on a goal Clarifies issues Helps the group develop a procedural plan Evaluates the work done Makes expert information available

The six tasks of a leader in terms of Number 2 role are: 1. 2. 3. 4. 5. 6. Keeps inter-personal relations pleasant; Arbitrates excuse; Provides encouragement; Gives a chance to divert; Stimulates self-direction Increases inter-dependence among members

III. Types of Managers

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Based on the book entitled The Gamesman written by Michael Maccoby, he had identified four types of managers; the Craftsmen, the Jungle Fighter, the Company Man, and the Gamesman. productive hoarding character the work ethic, respect for people, concern for quality and thrift. They are also characterized as being quiet, sincere, modest and practical.

a. Craftsmen they are known to hold the traditional values of the

b. Jungle Fighter managers under these are known to be admirers of

achieving personal power and praises from others as superior. The

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winners destroy the losers is a phrase associated with this type and which best explains them.
c. Company Man they are committed to maintaining the organizations

integrity. Security is more valued than taking risks and achieving success.
d. Gamesman he is considered as the most adventurous and dynamic

leader. He likes challenge and taking risks, but unlike the jungle fighter who does this for personal glory, the gamesman wishes to achieve success along with the group due to their team orientation. They are open to suggestions from subordinates as well as new ideas to further growth.

IV. Variables in Determining a Leadership Style

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Arriving to the conclusion that researches point out no one best leadership style, adaptive leadership comes into necessity. There are different variables that aid in determining the most suitable leadership style for different situations. (For table refer to appendix A)

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Leadership and Followership

Leadership and followership are two closely important and related terms when it comes to organizations. A good leader assists or helps in improving the members capabilities without doing all the thinking for his people. However, the concept has its limitations considering the type of followership he has. If for instance the followers are cooperative and selfmotivated, the results will be satisfactory but if the group is stubborn, he may find it hard and struggle a lot. The bottom-line is that leadership and followership should be viewed equally when assessing the performance of leaders such as managers. Both contribute in their development and the companys and failures or shortcomings should not be directed as always to the leaders but rather be carefully understood.

Reference:

Human Behavior in Organizations (3rd edition) by Concepcion Rodil Martires Retrieved from http://www.businessdictionary.com/definition/leadership.html on November 3, 2012

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