HUMAN BEHAVIOR IN

ORGANIZATION
 AGENDA
A. Learning Outcomes
B. Rules of Engagement
C. Discussion of the Lesson
D. Deepening
E. Synthesis
F. Task Analysis
 LEARNING OUTCOMES
At the end of this lesson, the students
should be able to:
 Discuss what it means to be a leader.
 Summarize what people want and what
organizations need from their leaders.
 List personal traits and skills of effective
leaders.
 Discuss how to develop your own
leadership development.
 RULES OF ENGAGEMENT

 Read the textbook and the assigned article

 Active participation in class
 Respect each other
 Listen to the person who is sharing his/her
ideas during the class discussion
 TOPICS
LEADERSHIP

Leadership
Leading and Managing
Power and Leadership
Leadership Characteristics
Leader Behaviors
Participation in Decision-making
Leadership Theories
 THINK ALOUD

Describe your ideal leader?

 LEADERSHIP

Leader
◦ One who influences others to attain goals.
◦ The greater the number of followers, the greater
the influence
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 KEY LEADERSHIP
BEHAVIORS
1. Challenge the process
2. Inspire a shared vision
3. Enable others to act
4. Model the way
5. Encourage the heart

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 VISION
Vision
◦ A mental image
of a possible and
desirable future
state of the
organization.

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LEADING AND MANAGING
Supervisory leadership
◦ Behavior that provides guidance, support, and
corrective feedback for day-to-day activities.

Strategic leadership
◦ Behavior that gives purpose and meaning to
organizations, envisioning and creating a
positive future.

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 POWER AND LEADERSHIP

Power
◦ The ability to influence others.

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SOURCES OF POWER
Legitim
Coerciv ate
e

Reward

Referen
t

Expert
SOURCES OF POWER

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TRADITIONAL APPROACHES TO
UNDERSTANDING LEADERSHIP

Trait approach
◦ A leadership
perspective that
attempts to
determine the
personal
characteristics that
great leaders share
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 USEFUL LEADERSHIP
CHARACTERISTICS

Drive

Leadership Motivation

Integrity

Self Confidence

Knowledge of the Business

LEADER BEHAVIORS
Behavioral approach
◦ A leadership
perspective that
attempts to identify
what good leaders do
—that is, what
behaviors they
exhibit.

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LEADER BEHAVIORS

Task performance
behaviors
◦ Actions taken to
ensure that the work
group or organization
reaches its goals.

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 GROUP MAINTENANCE
Group maintenance behaviors
◦ Actions taken to ensure the satisfaction
of group members, develop and
maintain harmonious work
relationships, and preserve the social
stability of the group

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 GROUP MAINTENANCE
Leader-Member Exchange (LMX)
theory
◦ Highlights the importance of leader
behaviors not just toward the group as a
whole but toward individuals on a
personal basis.

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 QUESTIONS ASSESSING TASK
PERFORMANCE
AND GROUP MAINTENANCE LEADERSHIP

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PARTICIPATION IN DECISION MAKING

Autocratic leadership
◦ A form of leadership in which the leader
makes decisions on his or her own and then
announces those decisions to the group 12-
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PARTICIPATION IN DECISION MAKING

Democratic leadership
◦ A form of leadership in which the leader
solicits input from subordinates.
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 PARTICIPATION IN DECISION
MAKING
Laissez-faire
◦ leadership
philosophy
characterized by
an absence of
managerial
decision making.

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LEADERSHIP GRID

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 SITUATIONAL APPROACHES TO
LEADERSHIP

Situational approach
◦ Leadership perspective proposing that
universally important traits and behaviors do
not exist, and that effective leadership
behavior varies from situation to situation.
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THE VROOM MODEL OF
LEADERSHIP
Vroom model
◦ A situational
model that
focuses on the
participative
dimension of
leadership.

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SITUATIONAL FACTORS FOR
PROBLEM ANALYSIS

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VROOM’S LEADER DECISION
STYLES

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FIEDLER’S CONTINGENCY MODEL

Fiedler’s contingency model of

leadership effectiveness
◦ A situational approach to leadership
postulating that effectiveness depends on the
personal style of the leader and the degree to
which the situation gives the leader power,
control, and influence over the situation.

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FIEDLER’S ANALYSIS OF
SITUATIONS
FIEDLER’S CONTINGENCY MODEL
Task-motivated Relationship-
leadership motivated
◦ Leadership that places leadership
primary emphasis on ◦ Leadership that places
completing a task. primary emphasis on
maintaining good
interpersonal
relationships.

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 HERSEY AND BLANCHARD’S
SITUATIONAL THEORY
Hersey and Blanchard’s situational
theory
◦ A life-cycle theory of leadership
postulating that a manager should
consider an employee’s psychological
and job maturity before deciding
whether task performance or
maintenance behaviors are more
important.
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 HERSEY AND BLANCHARD’S
SITUATIONAL THEORY

Job maturity Psychological

◦ The level of the maturity
employee’s skills and ◦ An employee’s self-
technical knowledge confidence and self-
relative to the task respect.
being performed.

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 PATH-GOAL THEORY
Path-goal theory
◦ A theory that concerns how leaders influence
subordinates’ perceptions of their work goals
and the paths they follow toward attainment of
those goals.

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THE PATH-GOAL FRAMEWORK

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 SUBSTITUTES FOR LEADERSHIP
Substitutes for
leadership
◦ Factors in the
workplace that can
exert the same
influence on
employees as
leaders would
provide.

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 CONTEMPORARY PERSPECTIVES
ON LEADERSHIP

Charismatic leader
◦ A person who is dominant, self-confident,
convinced of the moral righteousness of his
beliefs, and able to arouse a sense of excitement
and adventure in followers. 12-
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 CONTEMPORARY PERSPECTIVES
ON LEADERSHIP

Transformational leader
◦ A leader who motivates people to transcend
their personal interests for the good of the
group. 12-
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 CONTEMPORARY PERSPECTIVES
ON LEADERSHIP

Transactional leaders
◦ Leaders who manage through transactions,
using their legitimate, reward, and coercive
powers to give commands and exchange
rewards for services rendered. 12-
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 CONTEMPORARY PERSPECTIVES
ON LEADERSHIP

Level 5 leadership
◦ A combination of strong professional will
(determination) and humility that builds
enduring greatness. 12-
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 AUTHENTICITY
Authentic Pseudo-
leadership transformational
◦ A style in which the leaders
leader is true to ◦ Leaders who talk
himself or herself about positive change
while leading but allow their self-
interest to take
precedence over
followers’ needs

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OPPORTUNITIES FOR LEADERS
Servant-leader Bridge leaders
◦ A leader who serves ◦ A leader who bridges
others’ needs while conflicting value
strengthening the systems or different
organization. cultures.

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OPPORTUNITIES FOR LEADERS
Shared leadership Lateral leadership
◦ Rotating leadership, in ◦ Style in which
which people rotate colleagues at the same
through the leadership hierarchical level are
role based on which invited to collaborate
person has the most and facilitate joint
relevant skills at a problem solving.
particular time.

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 DEEPENING

Some people say, “Leaders are born not

made”, how true is this statement? Make a
debate out of this statement by dividing
the class into two. The most number of
points wins the debate.
 SYNTHESIS

What kind of leader are you? Why do

you prefer this type of leadership
style?
 TASK ANALYSIS
In a bond paper, illustrate of how you are
as a leader of a group. You may use any
drawing or symbolism. Write a brief
explanation of your picture.
Thank you!
References:
Medina, R.G. (2011). Human Behavior in
Organization. Rex Bookstore
McShane, V.G. (2012). Organizational
Behavior: Emerging Knowledge, Global
Reality, Sixth Edition.