Organizational Behavior

1

Dr. Mohammed A. Nasseef

BUS 233

Leadership

BUS 233 Textbook:

Organizational Behaviour and Management

By S K Srivastava

To view the book go to:http://books.google.com/books?id=708sCDE-

KVcC&printsec=frontcover&dq=Organizational+Behaviour+and+Management&cd=2#v=onepage&q&f=false

What are Organizations?

Groups of people who work interdependently toward some purpose

Organizational behavior is the study of:Human behavior in organizational settings The interface between human behavior and the organization

Itself.

Workplace

Organizational Level

• Productivity

• Developing Effective Employees

• Global Competition

• Managing in the Global Village

Group Level

• Working With Others

• Workforce Diversity

Individual Level

• Job Satisfaction

• Empowerment

• Behaving Ethically

Southwest Airlines

The Mission of Southwest Airlines• The mission of Southwest Airlines is dedication to the highest

quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.

• To Our Employees

• We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.

The Ritz-Carlton

THE EMPLOYEE PROMISE

At The Ritz-Carlton, our Ladies and Gentlemen are the most important resource in our service commitment to our guests.

By applying the principles of trust, honesty, respect, integrity and commitment, we nurture and maximize talent to the benefit of each individual and the company.

The Ritz-Carlton fosters a work environment where diversity is valued, quality of life is enhanced, individual aspirations are fulfilled.

Trait Theories

Leadership TraitsLeadership Traits::

•• Ambition and energyAmbition and energy

•• The desire to leadThe desire to lead

•• Honest and integrityHonest and integrity

•• SelfSelf--confidenceconfidence

•• IntelligenceIntelligence

•• High selfHigh self--monitoringmonitoring

•• JobJob--relevant relevant knowledgeknowledge

Traits Theories of Leadership

Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.

Trait Theories

LimitationsLimitations::

•• No universal traits found that predict No universal traits found that predict

leadership in all situations.leadership in all situations.

•• Unclear evidence of the cause and effect of Unclear evidence of the cause and effect of

relationship of leadership and traits.relationship of leadership and traits.

•• Better predictor of the appearance of Better predictor of the appearance of

leadership than distinguishing effective and leadership than distinguishing effective and

ineffective leaders.ineffective leaders.

Behavioral Theories

•• Trait theory:Trait theory:

Leaders are born, not made.Leaders are born, not made.

•• Behavioral theory:Behavioral theory:

Leadership traits can be taught.Leadership traits can be taught.

Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiate leaders from nonleaders.

The Managerial

Grid

(Blake and Mouton)

Transactional & Transformational Leadership

Transactional Leaders

• Leaders who guide or motivate their followers in the

direction of established goals by clarifying role and

task requirements

Transformational Leaders

• Inspire followers to transcend their own self-interests

for the good of the organization; they can have a

profound and extraordinary effect on followers

Not opposing, but complementary, approaches

to leadership

• Great transformational leaders must also be

transactional; only one type is not enough for success13-11

Team leadership Effective team leaders understand 1) they do not

have all the answers, 2) they do not need to make all key decisions, and 3) they cannot succeed without the other team members

The essence of the team leader’s job – striking the right balance between providing guidance and giving up control, between making tough decisions and letting others make them, and between doing difficult things alone and letting others learn how to do them Effective team leaders allow their people to grow

The key to the leader’s role is understanding what the team needs and does not need from the leader to help it perform

Six things necessary for good team leadership

Maintain perspective. Keep the purpose (why we are doing what we are doing), goals, and approach relevant and meaningful

Build commitment and confidence with positive and constructive reinforcement

Strengthen the mix and level of skills of team members

Manage relationships with outsiders, including removing obstacles

Create opportunities for others

Do real work. Demonstrates credibility and provides a role model

In the End

Companies will always look for leader that focus in

people needs and their production

Great transformational leaders must also be

transactional; only one type is not enough for success

Leadership selection and training are important to

long-term success