Human Behavior in Organization

1. LEADERSHIP AND
SUPERVISORY
BEHAVIOR

2. - Management people not only
manage; they also lead.
- As leaders, they take the
initiative and engage their
followers in interactions toward
the achievement of certain
goals.

3. Leadership – is an important
component in the existence,
survival and functioning of any
group or organization.

4.  Many organizations have been aware
of the fact that their success is
greatly dependent upon the quality
and effectiveness of this dimension.
 Morale boosting is related to
productivity and is an important
function of leadership.
 Studies show that high morale
accompanied by high productivity

5. MEANING AND COMPONENTS
OF LEADERSHIP
 The term, leadership, has received
various definitions and explanations
depending on the perceptions,
experiences and understandings of
those who discuss it.

6. Leadership is perceived and
described as any or a combination
of the following elements:
1. as an act or behavior
2. as an effect of interaction
3. as the exercise of influence
4. as a form of persuasion
5. as the act of inducing compliance
6. as a power relation

7. 7. as a focus of group processes
8. as an instrument of goal achievement
9. as the initiation of structure
10. as a differentiated role
11. as personality and its effects
12. as an attribute of a position
13. as an art

8. Leadership appears in social science
literature with three meanings:
1. attribute of a position
2. characteristics of a person
3. category of behavior
-leading, a central function of managing in
any organization, involves influencing the
behavior of other people.

9. THEORIES OF LEADERSHIP
1. Trait or great man theory – leadership
ability is innate.
- this theory suggest that leadership is
determined by certain individual
personality traits, social traits and
significant physical characteristics like
being born with a golden spoon.
Ex. Winston Churchill, Napoleon Bonaparte,
mahatma Gandhi, Rizal, Mabini, Romulo.

10. 2. Environmental theory – posits that
leadership skills are acquired.
3. Behavioral Theory – postulates that
leaders adopt a particular leadership
style which exerts tremendous impact
over individual and group behavior.

11. 4 types of leader
a. Dictatorial leader – one with absolute
authority and utilizes threats and
punishments to induce compliance.
b. Authoritarian leader – one who claims
covenant sources from authority to exact
obedience.

12. c. Democratic or participative leader – one
who involves subordinates in considering
organizational matters giving them
guidance in their work problems and goal
achievement.
d. Laissez-faire or free rein leader – one who
offers information to the members but
shows little involvement and participation
in group activities.

13. Styles of leader behavior:
a. Job centered or task oriented
leadership style – emphasize the use of
rules, procedures and close supervision
of subordinates
b. Employee centered or relationship
oriented style – emphasizes delegation
of authority and responsibility, concern
for employee welfare, needs,
advancement, and personal growth.

14. 4.Situational or contingency theory– the
situation calls for the emergence of a
leader.
5.The theory of shared leadership-
responsibility for the success of the
group rests upon all the members, not
only upon the designated leader.

15. MAIN FUNCTIONS
OR
ACTIVITIES OF A LEADER

16. Types of leadership roles are
distinguished when working in small
groups:
1. Role to accomplish the task or attain the
goal;
2. Role to develop members’ feelings to
maintain the strength of the group.

17. The six tasks of a leader in terms of #
1 role are:
1. Initiates action
2. Keeps the members attention on a goal;
3. clarifies issues;
4. Helps the group develop procedural plan
5. Evaluates the work done
6. Makes expert information available

18. The six tasks of a leader in terms of
#s 2 role are:
1. Keeps inter-personal relations pleasant
2. Arbitrates excuse
3. Provides encouragement
4. Gives a chance to divert
5. Stimulates self-direction
6. Increase inter-dependence among
members

19. In an organizational context, the various
tasks of leadership can be seen as links in
a chain.
-Emphasizing the concept that leadership is
only as strong as the weakest link in the
chain.’

20. RANGE OF LEADERSHIP BEHAVIOR
1. Boss centered leadership – maintains a
high degree of authority and control but
low degree of freedom for the
subordinates.
2. Subordinate-centered leadership –
maintains a low degree of authority and
control but a high degree of freedom for
the constituents.

21. TYPES OF MANAGERS
According to Michael Maccoby in his book
“The Gamesman”.
1. The jungle fighter – whose goal was
power ruled during the 1950’s and 60’s
and the dictum was “the winners destroy
the losers”. By politicking and stealth, he
lorded over the corporate hierarchy.

22. 2. Craftsman- held the traditional values
of the productive and hoarding
character –the work ethic, respect for
people, concern for quality and thrift.
Characterized by being quiet, sincere,
modest and practical.

23. 3. The company man – the organization
man whose main commitment was “to
maintain the organization’s integrity.” he
was “concerned with security more than
with success.

24. 4. The gamesman – a new and more
dynamic and adventurous leader; his
main interest is in challenge and
competition. He is a risk taker like an
entrepreneur who motivates others to
push them beyond their normal pace.
new ideas and new techniques hype him
and “he responds to work and life as a
game;’

25. End of Slide