Organizational Behaviour - Leadership Perspective

Organizational Behaviour - Leadership Perspective

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  ORGANIZATIONAL BEHAVIOUR (LEADERSHIP) Dr DINESHS Assistant Professor Department of Management Sciences Sri Ramakrishna College of Arts & Science (Autonomous) Coimbatore - 641 006 Tamil Nadu, India
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  Leadership • Leadership isthe ability to influence and guide others toward achieving goals. Leadership theories have evolved over time, offering a variety of perspectives on what makes a good leader. These perspectives range from the characteristics leaders possess to the behaviors they exhibit, the situations in which they lead, and the organizational contexts they navigate.
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  Types of Leadership •Autocratic Leadership: • Leaders make decisions unilaterally without seeking input from others. • High control and clear expectations, but can limit creativity and lower morale. • Democratic (Participative) Leadership: • Leaders involve team members in decision-making. • Fosters collaboration and increases job satisfaction, but decision-making can be slower. • Laissez-Faire Leadership: • Leaders take a hands-off approach, allowing team members to make decisions. • Can be effective with highly skilled teams but may lead to confusion and lack of direction. • Transformational Leadership: • Leaders inspire and motivate followers to exceed their own self-interests for the greater good of the organization. • Focuses on change, innovation, and creating a shared vision. • Transactional Leadership: • Leaders focus on structured tasks, rewards, and punishments. • Emphasizes maintaining normal operations and efficiency but may lack focus on long-term development.
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  Trait Theory ofLeadership • Trait theory suggests that certain inherent characteristics or traits make individuals effective leaders. It was one of the earliest leadership theories and posits that leaders are born with specific qualities. • Key Traits of Effective Leaders: • Self-confidence: Belief in one’s abilities to lead. • Integrity: Consistency and honesty in actions and decisions. • Intelligence: Ability to make decisions and solve problems effectively. • Charisma: A strong personal presence that attracts followers. • Emotional intelligence: Understanding and managing one's emotions and the emotions of others. • While this theory laid the foundation for leadership studies, it has been criticized for being overly simplistic, as it doesn’t account for situational factors and learned behaviors.
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  Behavioral Theory ofLeadership • The behavioral theory of leadership focuses on the behaviors of leaders rather than their traits or characteristics. It argues that effective leadership is learned through actions and interactions with others, rather than being an innate quality. • Key Leadership Behaviors: • Task-Oriented Leadership: Focuses on the completion of tasks and goals. Leaders prioritize structure, efficiency, and ensuring that the team meets deadlines and achieves objectives. • People-Oriented Leadership: Focuses on fostering positive relationships and ensuring that team members feel valued, supported, and motivated. Leaders are empathetic, considerate, and approachable.
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  Contingency Theories ofLeadership • Contingency theories argue that no single leadership style is universally effective. Instead, the best leadership approach depends on various situational factors, such as the nature of the task, the characteristics of followers, and the environment. • Fiedler’s Contingency Theory: – Leaders are either task-oriented or relationship-oriented, and their effectiveness depends on the situation. – The "least preferred coworker" (LPC) scale is used to determine whether a leader is task-oriented or relationship-oriented. – Leadership effectiveness is influenced by factors like leader-member relations, task structure, and the leader’s position power. • Hersey and Blanchard's Situational Leadership Theory: – Suggests that leaders should adjust their style based on the maturity of their followers (i.e., their ability and willingness to perform tasks). – 4 Leadership Styles: Directing (high task, low relationship), Coaching (high task, high relationship), Supporting (low task, high relationship), Delegating (low task, low relationship). • Vroom-Yetton-Jago Decision Model: – Helps leaders decide the level of participation to involve their team in decision-making, based on factors such as the importance of the decision and time constraints.
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  Theories of Leadership:Situational Leadership & Path-Goal Theory • Situational Leadership Theory (Hersey & Blanchard): • Leaders adapt their style depending on the maturity of their followers. As followers become more competent and motivated, leaders can shift from a directing style to a delegating style. • Path-Goal Theory of Leadership (Robert House): • Leaders help followers achieve their goals by clarifying the path to those goals and providing necessary support and rewards. • Leaders may adopt different behaviors (directive, supportive, participative, or achievement-oriented) depending on the situation. • The theory emphasizes that leaders must adapt their leadership style to both the needs of their followers and the demands of the task.
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  Gender in Leadership •Gender and Leadership: Gender can influence leadership styles, but it does not inherently determine leadership ability. Research has shown that men and women may adopt different approaches to leadership: • Women are often perceived as more collaborative, democratic, and emotionally intelligent. • Men tend to be viewed as more assertive, task-oriented, and decisive. • However, gender biases persist, and women face challenges in leadership roles, such as being judged more harshly for mistakes or being held to higher standards. Over time, though, there has been a push for more equitable representation in leadership, with organizations increasingly focusing on diversity and inclusion initiatives.
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  Contemporary Business Leaders •Contemporary business leaders shape their organizations with innovative strategies, global thinking, and the ability to adapt to rapidly changing environments. Notable examples include: • Elon Musk (Tesla, SpaceX): Known for transformational leadership, fostering a bold vision for the future, and encouraging risk-taking and innovation. • Satya Nadella (Microsoft): Emphasized empathy, inclusion, and collaboration, leading Microsoft through a cultural and technological transformation. • Indra Nooyi (PepsiCo): A strong advocate for sustainability and diversity, who navigated PepsiCo through significant global challenges.
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  Power & Politicsin Leadership • Power refers to the ability to influence others and control resources, while politics refers to the actions taken to acquire and use power within an organization. • Types of Power: • Legitimate Power: Power derived from a formal position or role. • Expert Power: Power that comes from possessing specialized knowledge or skills. • Referent Power: Power based on personal relationships, likability, and admiration. • Coercive Power: Power to punish or sanction others. • Reward Power: Power to offer rewards or incentives.
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  Political Behavior inOrganizations: • Political behavior can include actions such as coalition-building, managing impressions, or using information strategically. • Leaders may navigate organizational politics to achieve goals, but excessive political behavior can erode trust and undermine morale. • Effective leaders understand the balance between power and politics, using their influence responsibly to achieve organizational goals without compromising integrity.
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  THANK YOU