Presentation on Organizational Behavior and all aspects about it

1. BEHAVIOUR
ORGANISATIO
N
GROUP NO
START

2. WHAT
IS
ORGANISATIONAL
BEHVIOUR?

3. LEADERSHIP

4. MASLOW’S THEORY
ERG THEORY

5. TWO FACTOR
THEORY
VROOMS EXPECTANCY
THEORY

6. LEADERSHIP

7. Leadershipis the art of motivating a group
of people to act toward achieving a
common goal. In a business setting, this can
mean directing workers and colleagues with a
strategy to meet the company's needs.
Effective leadership is based upon ideas
(whether original or borrowed), but won't
happen unless those ideas can be communicated
to others in a way that engages them enough to
act as the leader wants them to act.

8. Historyis full of people who, while having no
previous leadership experience, have stepped to
the fore in crisis situations and persuaded others
to follow their suggested course of action. They
possessed traits and qualities that helped them
to step into roles of leadership.
While anyonethere are people who seem to be
naturally endowed with more leadership abilities
than others, can learn to become a leader by
improving particular skills.
LEADER: BORN OR MADE?

9. L
E
A
D
E
R
S
H
I
P
P
O
W
E
R

10. • Legitimate power also known as position
power or official power comes to the leader
when the organization’s authority is
accepted.
• It comes from the rules of the organization.
It gives leaders the power to control
resources and to reward and punish others.
• People accept this power because they
believe that it is desirable and necessary to
maintain order and discipline in a society.
• For example, parents, teachers, managers,
police etc. have legitimate power only
when their authority is accepted in the
positions they hold.
Legitimate power

11. • Charismatic power or power of personality
comes from each leader individually. This is
the power of attraction or devotion, the
desire of one person to admire another.
• The leaders have a personal magnetism, an
air of confidence and a belief in objectives
that attracts and holds followers.
• People follow because their emotions tell
them to do so. A subordinate feels a positive
attraction towards a leader by identifying
himself with the leader.
Charismatic power

12. • Expert power also known as the authority of
knowledge comes from specialized learning.
• This is the power of knowledge and skill of a
special kind that are important in getting
the job done.
• A persons’s professional competence or
knowledge gives him expert power.
• His credibility increases. He can lead other
persons to trust his judgments and
decisions.
Expert power

13. • Reward power comes from authority.
This arises from the ability to reward
worthy behaviour.
• The leader has the power to give
tangible rewards such as promotion,
time off from work and attractive work
assignments to the subordinate.
Reward power

14. • This power comes from authority. It is
the ability to threaten or punish.
• The leader can give tangible
punishments like dismissal, demotion,
low rating etc.
• Psychological punishments include
criticism, avoidance, disapproval,
satirical remarks to the subordinate.
Coercive power

15. • This power comes from the support of a
group. It arises from a leader’s ability to
work with people and social systems to
gain their allegiance and support.
• It develops in all organizations. There are
a number of tactics that leaders can use
to gain political power.
• One such tactic is social exchange which
implies, ‘If you do something for me, I
will do something for you.’
Political power

16. L
E
A
D
E
R
S
H
I
P
P
O
W
E
R

17. MANAGERS LEADERS
• Honesty & Integrity
• Vision
• Inspiration
• Ability to Challenge
• Communication Skills
• Being Able to
Execute a Vision
• Ability to Direct
• Process
Management
• People Focused

18. Trait theory
And
Behavior theory

19. Ohio state theory
And
Michigan state theory

21. OHIO STATE
LEADERSHIP
THEORY
• In1945the bureau of business research at OHIO state university initiateda series of studies o n leadership.
• They found twocritical characteristicseitherof which could be highor low and were independent of oneanother.
• This study states 2 dimensionsof leaders behavior
• Initiating Structure
• Consideration
OBJECTIVE OF THE STUDY–
• Identify the majordimensions ofleadership.
• Investigate the effect of leader’sbehavior.

22. CONSIDERATIO
N
• Considerationis the extent to which a leader exhibits
concern for the welfare of the members of the group. This
factor is oriented towards interpersonal relationships,
mutual trust and friendship.
• This leadership style is People-Oriented.
• Some of the statements used to measure thisfactor:
• Friendliness
• Mutual trust
• Respect
• Supportiveness
• Openness
• Concern for the welfare of employees

23. INITIATING
STRUCTURE
• Initiating Structure is the extent to which a leader
defines his and the group members’ roles, initiates
actions, organizes group activities and defines how
tasks are to be accomplished by thegroup.
• This leadership style is Task-Oriented.
• Some of the statements used to measure are–
 Letting group members know what is expected
of them
 Maintaining definite standards of performance
 Scheduling the work to bedone
 Asking that group members must follow the
standard rules & regulations

25. MICHIGAN
STATE
LEADERSHIP
THEORY
• These empirical studies were conducted slightly
after WORLD WAR IIbythe institute of Social
Research at the university ofMichigan.
• A famous series of studies on leadership were
done in MichiganUniversity, starting in the 1950s.
• The purpose of these studies was to identify styles
of leadership behavior that results in higher
performance and satisfaction of agroup.
OBJECTIVE OF THE STUDY–
• Tolocate behavioral characteristics of leaders that
appeared to be relatedto
• measure of performanceeffectiveness.

26. Rigid work
standards,
procedures and
rules.
Close supervision
of the
subordinates
Technical aspect of
the job
Employees are
considered as a
tool to accomplish
the goal (not
treating like a
human being).
Production
Centered
Leadership
(Task Oriented)

27. 1. Totreat subordinates as a
human beings
2. Toshow concern for the
employees needs,welfare
etc.
3. Tofoster employee
participation in
decision making
4. Tomotivate employees
Employee Centered
Leadership
(Relation Oriented
Leadership)

28. Trait theory
of
Leadership

29. What is trait theory?
The trait model of
leadership is based on
the characteristics of
many leaders - both
successful and
unsuccessful - and is
used to predict
leadership
effectiveness.
The resulting lists of
traits are then
compared to those of
potential leaders to
assess their likelihood
of success or failure.
It is based on the
premise that leaders
are “born, not made,”
rather than being
developed through
learning.
This theory also
focuses on
characteristics that
are linked to
successful leadership
across a variety of
situations. They strive
to believe that it is
almost entirely on
innate traits.

30. Who gave the trait theory
• “ Trait Theory of Leadership is often tied to the Great Man Theory of Leadership,
which was first proposed by Thomas Carlyle ”
Carlyle believed that “history is shaped by extraordinary
leaders, and that the ability to lead was something you
inherited at birth and not something that could be developed”
(K. Cherry, What is the Trait Theory of Leadership?).

31. Common characteristics of trait theory

32. DRIVE
Leaders exhibit a higher effort
level. They have a relatively
high desire for achievement,
they are ambitious, they have
a lot of energy, and they are
tirelessly persistent in their
activities and they show
initiative.

33. DESIRE TO LEAD
Leaders have a strong
desire to influence and
lead others. They
demonstrate the
willingness to take
responsibility.

34. HONESTY
AND
INTEGRITY
Leaders built a trusting
relationship between
themselves and followers
by being truthful or no
deceitful and by showing
high consistency between
word and deed.

35. SELF-CONFIDENCE
Followers look to leaders for
Belief in one’s self, ideas,
and ability an absence of
self-doubt. Leaders,
therefore, need to show self-
confidence to convince
followers of goals and
decisions.

36. Leaders need to be intelligent
enough to gather, synthesize and
interpret large amounts of
information and to be able to
create visions solve problems and
make correct decisions & Capable
of exercising good judgment, strong
analytical abilities, and
conceptually skilled .
INTELLIGENCE

37. Effective leaders have a high
degree of knowledge about
company, industry and technical
matters. In-depth knowledge
allows leaders to make well-
informed decisions and to
understand the implications of
those decisions.

38. Common characteristics of trait theory

39. IMPLICATION OF TRAIT THEORY
• The trait theory gives constructive information about leadership.
• It can be applied by people at all levels in all types of organizations.
• Managers can utilize the information from the theory to evaluate their
position in the organization and to assess how their position can be
made stronger in the organization.
• They can get an in-depth understanding of their identity and the way
they will affect others in the organization.
• This theory makes the manager aware of their strengths and
weaknesses and thus they get an understanding of how they can
develop their leadership qualities.