Organization+Behavior+Concepts

Freddy Constante

Leadership is the ability to influence a group toward the achievement of a vision or a set of goals (Robbins & Judge 2011). Different leadership styles between genders have been found. Women use a more democratic or participative style and men use a more autocratic and directive style. Nevertheless, whether man or woman, organizations need strong leadership and strong management for optimal effectiveness. Leaders can be described in terms of their traits. Trait theories of leadership thus focus on personal qualities and characteristics. A few essential leadership traits are extroversion, conscientiousness, openness, and emotional intelligence. Traits can predict leadership, but they are better at predicting leader emergence rather than effectiveness (Robbin & Judge 2011). Trait research provides a basis for selecting the right people for leadership. In contrast behavioral studies imply people can be trained to be leaders. According to behavioral theory, leadership is a skill set and can be taught to anyone; therefore the proper behaviors must be identified to teach potential leaders (Robbin & Judge 2011). During the 1940’s the Ohio State studies identified two behavioral dimensions which accounted for most of the leadership behavior described by employees. The first behavioral dimension is called initiating structure which means the extent to which a leader is likely to define and structured his or her role and those of employees in the search for goal attainment (Robbin & judge 2011). The second behavioral dimension is called consideration and is the extent to which a person’s job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings. Another group which is the Michigan’s survey group also came up with two behavioral dimensions: the employee-oriented leader emphasized interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them; the production oriented leader emphasizes in the technical or task aspect of the job (Robbin & Judge). The Ohio State research identified transformational leaders as leaders who inspire followers to transcend their self-interests for the good of the organization. Robert Greenleaf developed yet another leadership style and he named it the servant leadership style. Servant leadership focuses on increasing services to others rather than one self. These types of leaders are less likely to engage in self-serving behaviors that hurt others (Robbin & Judge). Developed by Robert House, Path-Goal Theory extracts elements from the Ohio State Leadership Research on initiating structure and consideration and the expectancy theory of motivation. It says it’s the leader’s job to provide followers with the information, support, or other resources necessary to achieve their goals. According to the Path-Goal Theory there are four leadership types which emerge according to specific situations. The four leadership types are directive, supportive, participative, and achievement-oriented (Robbin & Judge). Lastly all successful leader needs the people who follow him to trust him. Trust can be described as a psychological state that exists when you agree to make yourself vulnerable to another because you have a positive expectation for how things are going to turn out. Followers who trust a leader are willing to be vulnerable to the leader’s actions, confident their rights and actions will not be abused (Robbin & Judge).

Robbins, Stephen P., and Tim Judge. //Organizational Behavior //. Upper Saddle River, NJ: Prentice Hall, 2011. Print.
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