ORGANISATIONAL BEHAVIOUR

Submitted To:
Ms. Ritu Malhotra

Submitted by:
Amrita Mitra (BFT/15/145)
Ankit Kumar (BFT/15/280)
Ayushi Jaiswal (BFT/15/509)
F.P.Tech.

Peter Drucker stated that

Management is doing things
right,Leadershipis doing the
right things."

Contemporary
leadership seems to
be a matter of
aligning people
towards common
goals and
empowering them to
take the actions
needed to reach
them .

Leadershipis both a
research area and a practical
skill, regarding the ability of
an individual or organization
to "lead" or guide other
individuals, teams, or entire
organizations.
It is the process of influencing
people for achievement of
certain goals in a given
situation.

Mnemonic for leadership includes 3Ps:

Person, People & Purpose

Purpose
Committed to

Person
Person

To achieve

Influence

People
People

A leadership style is a leader's style of providing direction,

implementing plans, and motivating people.
It is the result of the philosophy, personality, and experience of
the leader.
The four different types of leadership styles are:
Autocratic or Task management Leadership
Participative or Democratic Leadership
Free rein or Laissez faire Leadership
Paternalistic Leadership

Autocratic Leadership

Autocratic derives from the

wordsauto(Greek forself) andcratic,
which impliesrule.
The leader is given the power to make
decisions alone, having total authority.
A leader dictates policies and
procedures, decides what goals are to
be achieved, and directs and controls
all activities without any meaningful
participation by the subordinates.

Authoritarian leaders are commonly referred to as autocratic leaders.

Authoritarian leaders construct gaps and build distance between themselves
and their followers with the intention of stressing role distinctions.
This type of leadership dates back to the earliest tribes and empires.

Autocratic leadership pros

Effective when decisions must come quickly, without time to consult
others
Prevents businesses or projects from becoming stagnant because of
poor organization or lack of leadership
Keeps individuals, groups or teams from missing important deadlines
During stressful periods, autocratic leaders can be more effective, and
their teams appreciate their leadership

Autocratic leadership cons

Invites potential abuse by overly powerful personalities
Can stifle staff and discourage team creativity
Modern employees may not react well to authoritarian leadership
Can discourage open communication between leaders and subordinates

PARTICIPATIVE
LEADERSHIP
Participative leadership
is a style of
leadership that involves all members of a
team in identifying essential goals and
developing procedures or strategies to
reach those goals.
From this perspective, this leadership
style can be seen as a leadership style
that relies heavily on the leader
functioning as a facilitator rather than
simply issuing orders or making
assignments.
This type of leader:
Sees to it that policies are worked out
in group decisions and with the
acceptance of the group.
Assigns a fair work load to his people
and recognizes the job that is well done.

One of the main benefits of participative leadership is that

the process allows for the development of additional leaders
who can serve the organization at a later date.
Because leaders who favor this style encourage active
involvement on the part of everyone on the team, people often
are able to express their creativity and demonstrate abilities
and talents that would not be made apparent otherwise.
Participative leadership also
expands the range of possibilities
for the team.
One potential disadvantage of
participate leadership is the time
factor.
This leadership style does often
involve the need for more time
before action is taken.
This is only natural, since the
very nature of this leadership style
means allowing input from every
member of the team.

LAISSEZ FAIRE
Laissez-faire[(les-ay-fair, lay-zay-fair)]
French for Let (people) do (as they
choose).

The laissez-faire leadership style is where

all the rights and power to make decisions
is fully given to the worker.
This was first described by Lewin, Lippitt,
and White in 1938, along with
theautocraticleadership and
thedemocraticleadership styles.

The Laissez-Fare technique is usually only appropriate when leading a

team of highly motivated and skilled people who have produced
excellent work in the past.

Disadvantages

Less group satisfaction.

Less group productivity.
Poorer quality of work.
Less personal growth.
Jobs fall back on someone else or are not
completed.
The leader relieves himself from
responsibility and is ready to blame the
subordinates if something goes wrong

Advantages

No work for the leader.

Frustration may force others into leadership
roles.
Allows the visionary worker the opportunity
to do what they want, free from interference.
Empowers the group.

PATERNALISTIC
LEADERSHIP
In this leadership style, leader
acts as father figure
He takes care of his subordinates
as a parent would.
In exchange, the leader expects
loyalty and trust from employees,
as well asobedience.
A successful paternalistic leader thinks
about the big picture and considers how
every decision will affect "the family."
Paternal leaders value education and
social skills and often go out of their way
to provide employees with opportunities
for improving business and interpersonal
skills.

 A benefit of thismanagerial style, when

carried out successfully, is that employees
may work harder to complete tasks within a
given time frame so that they can reach,
and sometimes even exceed, their goals in
order to please the parental leader and
bring honor to the family.
A shortcoming of paternalistic
leadershipis the possibility that the parent
figure may inadvertently upset the
hierarchial structure of the family,
especially during times of crisis.
If a parental leader is perceived to unfairly
favor some members over others, jealousy
and resentment can poison the workplace
environment and the patriarch or matriarch
will not longer have the loyalty, trust, and
obedience he or she requires to be an
effective leader.

THEORIES OF
LEADERSHIP
Trait theory of Leadership

1.
2. Behavioral theory of Leadership
3. Situational theory of Leadership
4. Great Man theory of Leadership

Trait Theory
of

Leadership
This theory is based
on the following assumptions:
People are born with inherited traits.
Some traits are particularly suited to leadership.
People who make good leaders have the right (or sufficient)
combination
of traits.
Stogdill (1974)
identified the
following traits
and skills as
critical to
leaders.

Traits
Adaptable to situations
Alert to social environment
Ambitious and achievementorientated
Assertive
Cooperative
Decisive
Dependable
Dominant (desire to influence
others)
Energetic (high activity level)
Persistent

Skills
Clever (intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about group
task
Organised (administrative
ability)
Persuasive
Socially skilled

The search for the characteristics or

traits ofeffectiveleaders has been
central to the study of leadership.
Research in the field of trait theory
has shown significant positive
relationships between effective
leadership and personality traits
such as intelligence, extroversion,
conscientiousness, self-efficacy, and
openness to experience. These
findings also show that individuals
emerge as leaders across a variety of
situations and tasks.
This theory is based on Greatman
Theory but is more systematic.

LIMITATIONS

It assumes that leadership is an inborn quality. This is

not true because leadership qualities may be developed
through training also.
A leader may prove very successful in one situation due
to some traits but may fail in another situation.
The theory also fails to mention which traits are
necessary to maintain leadership. Measurement of a
trait usually occur after a person becomes a leader.
There cannot be any common trait found in all
successful leaders.
The list of traits is not uniform.

Behavioral Theory of Leadership

This theory is based on the assumptions that:
Leaders can be made, rather than are born.
Successful leadership is based in definable, learnable behavior.
B.F.Skinner is considered to be the father of Behavorial Theory
Behavioral theories of leadership do not seek inborn
traits or capabilities. Rather, they look at what leaders
actuallydo.
If success can be defined in terms of describable actions,
then it should be relatively easy for other people to act in
the same way. This is easier to teach and learn then to
adopt the more ephemeral 'traits' or 'capabilities'.
A leader uses conceptual, human and technical skills to
influence the behaviour of his subordinates.

According to this theory, a particular behaviour of a

leader provides greater satisfaction to the followers and
so they recognise him as a good leader.
The behavioral approach is based on the premise that
effective leadership is the result of effective role
behaviour.

LIMITATIONS

The behavioral approach has failed to explain why a particular

leadership is effective in one situation but fails in another
situation.

The behavioral theory does not concentrate on the traits of

leaders. But there are certain traits which makes leaders
successful.

Situational Theory of
This theory is based on the
assumption that
Leadership

The best action of the leader depends on a range of situational factors.

It emphasizes that the entire action between the group and the leader is
the main factor which makes a leader successful.
Factors that affect
situational decisions
include motivation and
capability of followers.

Hersey and Blanchards Situational

Theory
Hersey and Blanchard (1999) suggest leaders should adapt their style to follower
development style (or 'maturity'), based on how ready and willing the follower is to
perform required tasks (that is, their competence and motivation).
Telling style: this is a high-task, lowrelationship style and is effective when
followers are at a very low level of
maturity.
Selling style: this is a high-task, highrelationship style and is effective when
followers are on the low side of maturity.
Participating style: this is a low-task,
high- relationship style and is effective
when followers are on the high side of
maturity.
Delegating style: this is a low-task, lowrelationship style and is effective when
followers are at a very high level of
maturity.

This theory emphasizes that the entire action between the

group and the leader is the main factor which makes a leader
successful.
Thus a leader recognizes the need of the situations and then
acts accordingly.

Limitations
1)
2)

This theory stresses that the leadership ability of a person in

a given situation. But it is silent on the question whether he
will fit in the another situation.
If the leader adopts same style under all situations, he may
not be successful.

Suggests that few people are

born with the necessary
characteristics to be great.
The 'great man' theory was
originally proposed by Thomas
Carlyle in 1840.

Gender issues were not on the table when the

'Great Man' theory was proposed. Most
leaders were male and the thought of a Great
Woman was generally in areas other than
leadership. Most researchers were also male,
and concerns about androcentric bias were a

These leaders have qualities

like commanding, personality,
charm, courage, intelligence,
persuasiveness and
aggressiveness. This qualities
are such that they cant be
taught or learnt in a formal
sense.

Limitations
Gender Bias.
Little scientific and practical basis.
The theory does not explain who are leaders, how they
emerge, how they behave, and achieve effectiveness.
Leadership can be taught.
Environmental and situational factors do impact
leadership success.
So this theory has become obsolete and it cannot be said
that Leaders are born, not made.

References
http://www.changingminds.org
www.boundless.com
www.wikipedia.org
Organizational behavior by Fred Luthans 12 edition 2010.
Management of Organizational Behaviour
By Paul Hersey, Kenneth H. Blanchard, Dewey E. Johnson
Organizational Behaviour By John W Newstrom