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watch their LMS due to their Busyness · Organizational Behavior · MGT502 · Table of content

Lesson No.

Topic

Page No. Overview of Course………………………………………........ Organizational Behavior……………………………………….. Organizationthe Important Component………………………. Understanding the Basics of Human Behavior……………….... Individual DifferencesAbilities and Performance……………. Understanding the Values…………………………………….... Attitudes at Work………………………………………………. Personality……………………………………………………… Emotions and Moods………………………………………….... Perception………………………………………………………. Perception, Attitude and Personality……………………………. Perception and Decision Making ………………………………. Motivation-the Basic Concept…………………………………... Motivational Theories…………………………………………... Reward Systems………………………………………………… Review of part I…………………………………………………. Foundation of Group Behavior…………………………………. Understanding Teams…………………………………………… Group Decision Making………………………………………… Communication…………………………………………………. Communication…………………………………………………. Leadership Theories……………………………………………..

Conflict and Negotiation………………………………………... Conflict and Negotiation………………………………………... Review of Part II………………………………………………... Review of Part II………………………………………………... Foundations of Organizational Structure……………………….. Organizational Design…………………………………………... Work Design and Technology………………………………….. Human Resource Policies and Practices………………………... Human Resource Policies and Practices………………………... Human Resource Policies and Practices………………………... Organizational Culture………………………………………….. Organizational Change………………………………………….. Change Management……………………………………………. Organizational Development……………………………………. Stress and Managing Stress……………………………………... Review of part III……………………………………………….. Future Directions in Organization………………………………. Future Directions in Organization………………………………. International Dimensions of Organizational Behavior………….. Organizational Behavior in a Glance……………………………

Lesson 23

Overview

Leaders at all levels in an organization help individuals, groups, and the organization as a whole achieve their goals and can thus have profound effects in organizations. The approaches to leadership covered help explain how leaders influence their followers and why leaders are sometimes effective and sometimes ineffective.

Leadership is the exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals. Formal leaders have formal authority to influence others by virtue of their job responsibilities. Informal leaders lack formal authority, but influence others by virtue of their special skills or talents.

The trait approach to leadership found that good leaders tend to be intelligent, dominant, selfconfident, energetic, able to withstand stress, honest, mature, and knowledgeable. Possessing these traits, however, does not guarantee that a leader will be effective, nor does the failure to have one or more of these traits mean that a leader will be ineffective.

A lot of the behaviors that leaders engage in fall into two main categories: consideration and initiating structure. Consideration includes all leadership behaviors that indicate that leaders trust, respect, and value a good relationship with their followers. Initiating structure includes all the behaviors that leaders engage in to help subordinates achieve their goals and perform at a high level. Leaders also engage in reward and punishing behaviors.

Fiedler’s contingency theory proposes that leader effectiveness depends on both leader style and situational characteristics. Leaders have either a relationship-oriented style or a task-oriented style. Situational characteristics, including leader-member relations, task structure, and position power, determine how favorable a situation is for leading. Relationship-oriented leaders are most effective in moderately favorable situations. Task-oriented leaders are most effective in extremely favorable or unfavorable situations. Leaders cannot easily change their style, so Fiedler recommends changing situations to fit the leader or assigning leaders to situations in which they will be most effective.

Path-goal theory suggests that effective leaders motivate their followers by giving them outcomes they desire when they perform at a high level or achieve their work goals. Effective leaders also make sure their subordinates believe that they can obtain their work goals and perform at a high level, show subordinates the paths to goal attainment, remove obstacles that might come along the way, and express confidence in their subordinates’ capabilities. Leaders need to adjust the type of behavior they engage in (directive, supportive, participative, or achievement-oriented) to correspond to the nature of the subordinates they are dealing with and the type of work they are doing.

The Vroom and Yetton model specifies the extent to which leaders should have their subordinates participate in decision making. How much subordinates should participate depends on aspects of the decision that need to be made, the subordinates involved, and the information needed to make a good decision.

Leader-member exchange theory focuses on the leader-follower dyad and suggests that leaders do not treat each of their followers the same but rather develop different kinds of relationships with different subordinates. Some leader-follower dyads have high-quality relationships. Subordinates in these dyads are members of the in-group. Other leader-follower dyads have low-quality relationships. Subordinates in these dyads form the out-group. Sometimes leadership does not seem to have much of an effect in organizations because of the existence of substitutes and neutralizers. A leadership substitute is something that acts in place of a formal leader. Substitutes make leadership unnecessary because they take the place of the influence of