Organization Behavior Leadership

1. Leadership
ASSIGNMENT 7
Leadership
Organization Behavior
Dr. D. Gopala Krishna
TITLE: A Study on Pragmatic Approaches and
Quality Initiatives for Enhancing Teachers’ Caliber
in
Post Graduate Institutes offering MBA Programme
under Bangalore University
Under the Guidance of
Dr. T.V. Raju
Director, RV Institute of Management, Bangalore
CANARA BANK SCHOOL OF MANAGEMENT STUDIES
BANGALORE UNIVERSITY
SUBMITTED BY
Shivananda R Koteshwar
PhD Research Scholar, 2013, REG# 350051
Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

2. Leadership
1. Define Leadership
Leadership is the process of encouraging and helping others to work
enthusiastically towards objectives. Leadership is the ability to influence a group
towards achievement of goals. For example, some understand a leader simply as
somebody whom people follow, or as somebody who guides or directs others,
while others define leadership as "organizing a group of people to achieve a
common goal".
2. What are the qualities of an effective leader?
Below are some key qualities that every good leader should possess, and learn to
emphasize.
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Honesty: Whatever ethical plane you hold yourself to, when you are
responsible for a team of people, it’s important to raise the bar even
higher. Your business and its employees are a reflection of yourself, and if
you make honest and ethical behavior a key value, your team will follow
suit
Ability to Delegate: Finessing your brand vision is essential to creating an
organized and efficient business, but if you don’t learn to trust your team
with that vision, you might never progress to the next stage.
Delegating
tasks to the appropriate departments is one of the most important skills you
can develop as your business grows
Communication: Being able to clearly and succinctly describe what you
want done is extremely important. If you can’t relate your vision to your
team, you won’t all be working towards the same goal.
Sense of Humor: guiding your team through the process without
panicking is as challenging as it is important. Morale is linked to
productivity, and it’s your job as the team leader to instill a positive
energy. That’s where your sense of humor will finally pay off
Confidence: art of your job as a leader is to put out fires and maintain the
team morale. Keep up your confidence level, and assure everyone that
setbacks are natural and the important thing is to focus on the larger goal.
As the leader, by staying calm and confident, you will help keep the team
feeling the same.
Commitment: If you expect your team to work hard and produce quality
content, you’re going to need to lead by example. There is no greater
motivation than seeing the boss down in the trenches working alongside
everyone else, showing that hard work is being done on every level. By
proving your commitment to the brand and your role, you will not only
earn the respect of your team, but will also instill that same hardworking
energy among your staff
Positive Attitude: You want to keep your team motivated towards the
continued success of the company, and keep the energy levels up. Whether
that means providing snacks, coffee, relationship advice, or even just an
occasional beer in the office, remember that everyone on your team is a
person. Keep the office mood a fine balance between productivity and
playfulness
Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

3. Leadership
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Creativity: As a leader, it’s important to learn to think outside the box and
to choose which of two bad choices the best option. Don’t immediately
choose the first or easiest possibility; sometimes its best to give these
issues some thought, and even turn to your team for guidance
Intuition: Everything is uncertain, and the higher the risk, the higher the
pressure. That is where your natural intuition has to kick in. Guiding your
team through the process of your day-to-day tasks can be honed down to a
science.
Drawing on past experience is a good reflex, as is reaching out to
your mentors for support. Eventually though, the tough decisions will be
up to you to decide and you will need to depend on your gut instinct for
answers.
Ability to Inspire: Creating a business often involves a bit of forecasting.
Especially in the beginning stages of a startup, inspiring your team to see
the vision of the successes to come is vital. Make your team feel invested
in the accomplishments of the company.
3. Explain Ohio state and Michigan state leadership theories
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Ohio State Leadership Studies: The Ohio State Leadership Studies which
began in the 1940s and focused on how leaders could satisfy common
group needs. The findings indicated that the two most important
dimensions in leadership included: "initiating structure", and
"consideration". These characteristics could be either high or low and were
independent of one another. The research was based on questionnaires to
leaders and subordinates. These questionnaires are known as the Leader
Behavior Description Questionnaire (LBDQ) and the Supervisor Behavior
Description Questionnaire (SBDQ).
o Initiating here refers to rule mindedness and consideration refers
to human mindedness
Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

4. Leadership
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Michigan Leadership Studies: The Michigan Leadership Studies, which
began in the 1950s and indicated that leaders could be classified as either
"employee centered," or "job centered." These studies identified three
critical characteristics of effective leaders: task oriented behavior,
relationship-oriented behavior, and participative leadership
4. Explain managerial grid with a diagram
In response to the early criticisms of the trait approach, theorists began to research
leadership as a set of behaviors, evaluating the behavior of successful leaders,
determining a behavior taxonomy, and identifying broad leadership styles.
Blake & Mouton Managerial Grid (1964)-updated in 1991 to the Blake &
McCanse Leadership Grid developed the orientation of "task orientation" and
"people orientation" in leader behavior. They developed the leadership grid which
focused on concern for results (on the one axis) and concern for people (on the
other axis).
The grid relates to the Ohio and Michigan studies and the work of Likert in this
area in that it compares behavioural styles across two dimensions:
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Concern for People
Concern for Production
Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

5. Leadership
The result of the 'grids' is five basic leadership styles which represent different
combinations and emphasis of the two dimensions. In the 1991 version of the
Leadership Grid ® two more styles were added giving 7 in total:
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the Impoverished management style
the Authority-compliance management style
the Country-club management style
the Middle-of-the-road management style
the Team management style
the Opportunistic management style
the Paternalistic management style
The grid takes the discussion away from either this way or that way leadership, to
one where approaches to people and production are combined.
findings showed leaders had one dominant leadership style and one back up
leadership style but can move across the other styles dependent on the situation.
5. Discuss leaders are born or made
Ask experts what the most asked question about leadership is, and they’ll usually
answer "are they made or born?" There are dozens of books, decade’s worth of
debates and many well-documented studies on the subject of leadership. Nevertheless,
the debate rages on.
Perception is everything, even if perception and reality are often at odds. Some
perceive leadership to be about nature, others ascribe to the nurture theory. I find it to
be a bit of both, with emphasis on nurture.
Some people seem to have been born with an “extra something,” a trait of tenacity
and take-over-ship that makes them “natural born leaders.” But, as with people like
Winston Churchill or Franklin Roosevelt, those who exhibit leadership traits early on
— even when born into a privileged lifestyle — don’t become leaders by accident.
They’re made into leaders, or they make themselves into one.
A survey by The Center for Creative Leadership (CCL) put the question of nature
versus nurture (born or made) to C-level executives of companies in 53 countries. In
order to better explore how these beliefs affect the workplace, the researchers put a
variety of leadership questions to those at both ends of the spectrum (borns and
mades).
The CCL results were illuminating, including:
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Borns and mades agree leaders should be participative, team oriented,
charismatic and humane
Borns are more likely than mades to believe that following protocol and
behaving in traditional ways according to status and position make leaders
more effective, and that leaders need to act in strict accordance with
established practices, guidelines, and conventions to be successful
Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

6. Leadership
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Slightly more than half (53.4 percent) of the top executives think leaders are
made
Approximately one fifth (19.1 percent) think they are born
Just over a quarter (28.5 percent) think leaders are both born and made.
Clearly a consensus on this issue has yet to be reached. I think it’s clear that each
group believes that learning from experience plays a big part in leadership
development. But while borns are likely to think that organizations should be
selective in who gains access to opportunities, researchers suggests that allowing all
employees access to developmental experiences, coaching, mentoring, training and
other leadership experiences can improve the natural abilities of borns or help mades
develop new skills.
Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University