Organisational

Behaviour
Spring 2014
Lecturer: Mr. Abdullah Klichev
Email: bekhzod@email.com
Week 1
Agenda
Introduction to the Unit/Module and
Syllabus
Guideline Brief to complete your syllabus
on time
Introduction to Core/Recommended
Reading
Setting up Class rules
Duration 13 weeks
Lecture
Learning Outcomes
Leadership versus management
Personal leadership traits
Trait theories (eg. Allport. Eysenck Cattell).
Great man theory of leadership.
Contingency theories (e.g. Fiedler, cognitive
resource theory).
Situational theories (eg. Hersey and Blanchard,
Vroom and Yetton).
Behavioural theories (eg. role theory,
managerial grid/leadership grid).
Participative theories (eg. transformational v
transactional leadership)
Introduction
An essential part of management is co-
ordinating the activities of people and guiding
their efforts towards the goals and objectives
of the organisation. This involves the process
of leadership and the choice of an
appropriate form of action and behaviour.
Leadership is a central feature of
organisational performance. The manager
must understand the nature of leadership
influence and factors which determine
relationships with other people, and the
effectiveness of the leadership relationship.
Introduction
In the twenty-first century, leaders must create
an atmosphere in which people believe in:
strategy
management decisions
their work
Once that happens, there is an excitement
within an organisation. It makes an
organisation prosper.
Successful leaders create this sort of
environment both inside and outside the
organisation.
The Meaning of Leadership
Many interpretations of its meaning:
getting others to follow
getting people to do things willingly
OR
More specifically, for example:
the use of authority in decision-making
Leadership
Different leaders behave in different ways-
style, need, situation
There is probably no topic more important
to business success today than leadership
leadership occurs among people
involves the use of influence
is used to attain goals
Leadership
It may be exercised as an attribute of position
OR
because of personal knowledge or wisdom

It might be based on a function of personality
OR
It can be seen as a behavioural category
Leadership (contd)
It may also be viewed in terms of the role
of the leaders and their ability to achieve
effective performance from others
Nature of Leadership
The ability to influence people toward the
attainment of organisational goals.
Leadership is reciprocal, occurring among
people.
Leadership is a people activity, distinct from
administrative paper shuffling or problem
solving activities
Leadership is dynamic and involves the use of
power.
Leadership versus management
Management
Promotes stability,
order and problem
solving within existing
organisational structure
and systems
Takes care where you
are
Leadership
Promotes vision,
creativity, and change


Takes you to a new
place
Leader versus Manager Qualities
Leader Qualities
Soul
Visionary
Passionate
Creative
Flexible
Inspiring
Innovative
Courageous
Imaginative
Experimental
Initiates change
Personal power
Manager Qualities
Mind
Rational
Consulting
Persistent
Problem solving
Tough minded
Analytical
Structured
Deliberate
Authoritative
Stabilizing
Position power
Leadership Traits
Traits = personal characteristics and
consistent patterns in the way that people
think, act, and feel.
Traits early efforts to understand
leadership success focused on leaders
personal characateristics

Leadership Theories
Great Man Theories
Trait Theories
Contingency Theories
Situational Theories
Behavioral Theories
Participative Theories
Management Theories
Relationship Theories
Great Man Theories
Great Man theories assume that the capacity for
leadership is inherent that great leaders are
born, not made.
These theories often portray great leaders as
heroic, mythic, and destined to rise to leadership
when needed.
The term Great Man was used because, at the
time, leadership was thought of primarily as a
male quality, especially in terms of military
leadership.
Personal Characteristics of
Leaders
Physical Characteristics
Energy
Physical Stamina
Social Background
Education
Mobility
Intelligence and Ability
Judgement
Decisiveness
Knowledge
Intelligence, cognitive ability
Personality
Self - confidence
Honesty & Integrity
Enthusiasm
Desire to lead
Independence
Social Characteristics
Social, interpersonal skills
Cooperativeness
Ability to enlist
cooperation
Tact, diplomacy
Work related characteristics
Achievement drive
Drive to excel
Conscientiousness in pursuit of goals
Persistence against obstacles, tenacity
Trait Theories
Similar in some ways to Great Man theories, trait
theory assumes that people inherit certain qualities and
traits that make them better suited to leadership. Trait
theories often identify particular personality or behavioral
characteristics shared by leaders.
But if particular traits are key features of leadership, how
do we explain people who possess those qualities but
are not leaders? This question is one of the difficulties in
using trait theories to explain leadership.
Trait Theories (contd)
This approach focuses attention on the man or
woman in the job and not on the job itself.
It suggests that attention is given to the selection
of leaders rather than to training for leadership.
For example:
Leadership is of utmost importance. Indeed there
is no substitute for it. But leadership cannot be
created or promoted. It cannot be taught or
learned.
Drucker (1955)
Trait Theories (contd)
Limitations
There is bound to be some subjective
judgement in determining who is regarded
as a good or successful leader
The list of possible traits tend to be very
long and there is not always agreement on
the most important

Trait Theories (contd)
This approach gives rise to the questions:
whether leaders are born or made
whether leadership is an art or a science
Important:
these are not mutually exclusive
alternatives
Trait Theories (contd)
It is noticeable that individuality or
originality usually features in the list of traits.
This itself suggests that there is little in
common between specific personality traits
of different leaders.
It is perhaps possible therefore to identify
general characteristics of leadership ability:
Self-confidence
Initiative
Intelligence
Belief in ones actions
Trait Theories (contd)
Allports trait theory
At birth the infant is almost entirely a creature
of heredity
With growing maturity, we become
increasingly active, creative, self-reliant, and
characteristically rational, largely as a result of
learning experiences
Contingency Theories
Contingency theories of leadership focus on
particular variables related to the environment
that might determine which particular style of
leadership is best suited for the situation.
According to this theory, no leadership style is
best in all situations.
Success depends upon a number of variables,
including the leadership style, qualities of the
followers, and aspects of the situation
Fiedlers Contingency Model
Fiedlers Contingency Model (1967)
A leadership theory that maintains that
effective leadership depends on a match
between the leaders style and the degree to
which the work situation gives control and
influence to the leader
Fiedlers Contingency Model
Leadership style measured with the Least
Preferred Co-worker (LPC) Scale
High LPC relationship oriented
Low LPC task oriented
Originally, Fiedler believed High LPC leaders
would be more effective than Low LPC
leaders research did not support this
hypothesis and so Fiedler thought,
Lets take the situation into account.
Fiedlers Contingency Model
Fielder believed that situations could be
classified in terms of favourableness
(situational control) determined by 3 factors:
Leader member relations: how well liked,
trusted, and respected the leader was by his/her
subordinates
Task structure: how cut and dry the groups
tasks are and how well group performance can be
evaluated
Position power: the authority of the leader to
reward and punish his/her subordinates
When to Use Which Style??
Low LPCs

High LPCs
Low
LPCs

Leader-Member
Relations
Task Structure
Position
Power
Preferred
Leadership
Style
Contingency Model
1
Strong
2
Weak
High
3
Strong
4
Weak
Low
Good
5
Strong
6
Weak
High
7
Strong
8
Weak
Low
Poor
Implications
1. The favorableness of leadership situations
should be assessed
2. Candidates for leadership positions should be
evaluated using the LPC scale
3. If a leader is being sought for a particular
leadership position, a leader with the appropriate
LPC profile should be chosen
4. If a leadership situation is being chosen for a
particular candidate, a situation should be chosen
which matches his/her LPC profile
Fiedlers Contingency Model
Strength of this approach
Some empirical support
Application of theory Leadership Match
Program
First leadership theory to take the situation
into account (historical significance)
Fiedlers Contingency Model
Weaknesses of this approach
Although clear predictions are made, the
rationale behind those predictions is not very
clear
What the LPC scale is measuring is not well
understood
Fiedlers dichotomous use of scale has been
questioned
Cognitive Resource Theory
Research Support
Less intelligent individuals perform better in leadership roles
under high stress than do more intelligent individuals.
Less experienced people perform better in leadership roles
under low stress than do more experienced people.
Cognitive Resource Theory
A theory of leadership that states that the level of stress
in a situation is what impacts whether a leaders
intelligence or experience will be more effective.
Vroom and Yetton Contingency
Model
Another contingency model of leadership
is provided by Vroom and Yetton. They
base their analysis on two aspects of a
leaders decision:
its quality
its acceptance
Vroom and Yetton Contingency
Model (contd)
Decision quality, or rationality, is the
effect that the decision has on group
performance
Decision acceptance refers to the
motivation and commitment of group
members in implementing the decision
A third consideration is
The amount of time required to make the
decision
Vroom and Yetton Contingency
Model (contd)
The Vroom and Yetton model suggests five
main management styles:
Autocratic
A.I: Leader solves the problem or makes the
decision alone using information available at
the time
A.II: Leader obtains information from
subordinates but then decides on solution
alone
Vroom and Yetton Contingency
Model (contd)
Consultative
C.I: The problem is shared with relevant subordinates,
individually. The leader then makes the decision which
may or may not reflect the influence of subordinates.
C.II: The problem is shared with subordinates as a group.
The leader then makes the decision which may or may
not reflect the influence of subordinates
Group
G.I: The problem is shared with subordinates as a group.
The leader acts as chair-person, rather than advocate.
Together the leader and subordinates generate and
evaluate alternatives and attempt to reach group
consensus on a solution
Situational Theories
Situational theories propose that leaders
choose the best course of action based
upon situational variable.
Different styles of leadership may be more
appropriate for certain types of decision-
making
Hersey- Blanchards Situational
Leadership Theory
Links leaders behavioural style with subordinates task readiness
Follower Characteristics Appropriate Leader Style
Low Readiness Level
Moderate Readiness Level
High Readiness Level
Very High Readiness Level
Telling
Selling
Participating
Delegating
Situational Leadership Theory
Behavioral Theories
Behavioral theories of leadership are based
upon the belief that great leaders are made, not
born.
Rooted in behaviorism, this leadership theory
focuses on the actions of leaders, not on mental
qualities or internal states.
According to this theory, people can learn to
become leaders through teaching and
observation
Behavioral Theories
Ohio State Studies
Consideration: - people-oriented behavior
Is mindful of subordinates
Establishes mutual trust
Provides open communication
Develops teamwork
Initiating Structure: task-oriented bahavior
Directs subordinate work activities towards goal
attainment
Typically gives instructions, spends time planning,
and emphasizes deadlines
Provides explicit schedules of work activities

Behavioral Theories
Michigan Studies
At about the same time as Ohio State
studies
University of Michigan compared the
behavior of effective and ineffective
supervisors
Employee-centred leaders
Job- centred leaders
Managerial/Leadership Grid
By Blake and Mouton
Two- dimensional leadership theory that
measures the leaders concern for people and
for production
Builds on the work of Ohio State and
Michigan studies
The Managerial/Leadership Grid
1,9
Country Club Management
Thoughtful attention to the
needs of people for
satisfying relationships
leads to a comfortable,
friendly organisation
atmosphere and work tempo
9,9
Team Management
Work accomplishment is from
committed people;
interdependence through a
common stake in
organisation purpose leads to
relationships of trust and
respect
5,5
Middle-of-the-Road Management
Adequate organisation performance
possible through balancing the
necessity to get out work with
maintaining morale of people at a
satisfactory level

Impoverished
Management
Exertion of minimum
effort to get required work
done is appropriate to
sustain organisation
membership
1,1
Authority-Compliance
Efficiency in operations
results from arranging
conditions of work in such a
way that human elements
interfere to a minimum
degree
9,1
Concern of production
C
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n
c
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r
n

f
o
r

p
e
o
p
l
e

Low
Low
High
High
Participative Theories
Participative leadership theories suggest that the
ideal leadership style is one that takes the input
of others into account.
These leaders encourage participation and
contributions from group members and help
group members feel more relevant and
committed to the decision-making process.
In participative theories, however, the leader
retains the right to allow the input of others
Management Theories
Management theories (also known as
Transactional theories) focus on the role of
supervision, organization, and group
performance.
These theories base leadership on a system of
reward and punishment.
Managerial theories are often used in business;
when employees are successful, they are
rewarded; when they fail, they are reprimanded
or punished
Management Theories (contd)
Transactional Leaders
Clarify the role and task requirements of
subordinates
Initiate structure
Provide appropriate rewards
Display consideration for subordinates
Meet the social needs of subordinates
Relationship Theories
Relationship theories (also known as
Transformational theories) focus upon the
connections formed between leaders and
followers.
These leaders motivate and inspire people by
helping group members see the importance and
higher good of the task.
Transformational leaders are focused on the
performance of group members, but also want
each person to fulfill his or her potential.
These leaders often have high ethical and moral
standards
Relationship Theories (contd)
Charismatic Leaders
The ability to inspire
Motivate people to do more than they would
normally do
Tend to be less predictable than transactional
leaders
Create an atmosphere of change
May be obsessed by visionary ideas

Relationship Theories (contd)
Transformational Leader
Similar to charismatic leaders
Distinguished by their special ability to bring
about innovation and change by
Recognizing followers needs and concerns
Helping them look at old problems in new
ways
Encouraging them to question the status quo
Summary
Leadership versus management
Personal leadership traits
Trait theories (eg. Allport. Eysenck Cattell).
Great man theory of leadership.
Contingency theories (e.g. Fiedler, cognitive
resource theory).
Situational theories (eg. Hersey and Blanchard,
Vroom and Yetton).
Behavioural theories (eg. role theory,
managerial grid/leadership grid).
Participative theories (eg. transformational v
transactional leadership)
Please Ask Questions