Leadership and Personality Development (Co-Curricular Course) BCom 1st Sem NEP .pdf
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Feb 01, 2023
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About This Presentation
Leadership and personality development hand is prepared for rapid Revision, Book covering all important topic as per the Lucknow University syllabus of Bcom.
Slide Content
Leadership and Personality Development
Co- Curricular Course
As per Lucknow University Syllabus
Co- Curricular Course
As per Lucknow University Syllabus
UNIT-1
A CV is a comprehensive document that lists your qualifications. Is primarily used for
academic postions. I's more detailed than a resume and can be as long as needed. À CV should
include your contact information, academic history, publication credits. and relevant
employment and volunteer experiences,
The information included in the CV may vary from one applicant to another, since some
ant to the job they a
the typical components oa curiculun vita
applicants may choose to include only the information that i rel
applying fo. The follow
1
information such as phone number, email address, registered mail adress, te Below the con
information, include information that describes who you are
ersonal information: Ae top ofthe curriculum vita, rite your fll name and con
2. Education» Education information includes als ofthe education programs you pursued and
d include information on
the years and name of the institution you attended, Ideal, you sho
college graduate school, and post-graduate schools you attended, Ihe courses you pursued, and
the year when you graduated from he program.
Work experience:
experience that is relevant to the position you are applying for. For each position you've
‘The work experience section requires you to Hst your recen work
previously held, indicate the mame of the employer (company), your specific roles, and the
4. Honors and awards: If you've been given any awards either a he aad
your previous employment, list them here. The awards may include dean awards, honorary
de
empl
level or during
ces, presidential awards, professional certifications or awards, or awards given by an
5. Ski: If you possess certain sills and you have not me
the curriculum vitae, lst them hore. The skills may include language skills, computer skills,
driving skills, advanced software skills ete, They should be relevant 10 the jb you are applying
for
oned them in the other sections in
6. Publications and presentations:- If you've published academic or conference papers, you
shoul ist them inthis section, You should include papers that you have solely writen, hose co
e the
ibued o. Remember to india
applicable
a those you have cor
authored with other people, as wel
a of publication, and names of co-authors,
name ofthe papers,
A CV is a comprehensive document that lists your qualifications. Is primarily used for
academic postions. I's more detailed than a resume and can be as long as needed. À CV should
include your contact information, academic history, publication credits. and relevant
employment and volunteer experiences,
The information included in the CV may vary from one applicant to another, since some
ant to the job they a
the typical components oa curiculun vita
applicants may choose to include only the information that i rel
applying fo. The follow
1
information such as phone number, email address, registered mail adress, te Below the con
information, include information that describes who you are
ersonal information: Ae top ofthe curriculum vita, rite your fll name and con
2. Education» Education information includes als ofthe education programs you pursued and
d include information on
the years and name of the institution you attended, Ideal, you sho
college graduate school, and post-graduate schools you attended, Ihe courses you pursued, and
the year when you graduated from he program.
Work experience:
experience that is relevant to the position you are applying for. For each position you've
‘The work experience section requires you to Hst your recen work
previously held, indicate the mame of the employer (company), your specific roles, and the
4. Honors and awards: If you've been given any awards either a he aad
your previous employment, list them here. The awards may include dean awards, honorary
de
empl
level or during
ces, presidential awards, professional certifications or awards, or awards given by an
5. Ski: If you possess certain sills and you have not me
the curriculum vitae, lst them hore. The skills may include language skills, computer skills,
driving skills, advanced software skills ete, They should be relevant 10 the jb you are applying
for
oned them in the other sections in
6. Publications and presentations:- If you've published academic or conference papers, you
shoul ist them inthis section, You should include papers that you have solely writen, hose co
e the
ibued o. Remember to india
applicable
a those you have cor
authored with other people, as wel
a of publication, and names of co-authors,
name ofthe papers,
7. Membership in professional bodies The prospective employer may require the applicants
to be members of specific professional bodies, This section mostly apples 10 select positions
such as account
5, engineer, surveyors IT professionals, ee, List all the profesional bodies
and associations that you Belong to and the status of your membership
Format a Curriculum V
The following are some of the rules that you should follow when formatting your curriculum
1 Length
The CV should not be 10 long and not wo short The ln
and workin
ofthe CV depends onthe education
perience you have amussed over the years. For entry-level postions, the CV
the length can go up o 10 4
encod personnel
Length an be one to two pages, whi
higher
zs for postions that equi
fictions and more expe
When writing a curiculum vitae, use a font that is easy 10 read and apply i 10 the whole
document. The recommended font sys include Arial, Calibri, Cambria and Times New Roman
“The font size should be betwen 101 12 points, The headings should be b
them from te other information and make the CV organize,
ened o distinguish
3. Proper grammar and spelling
Sending a CV that has spelling, tense, or grammar errors would only serve to spoil your chances
of gettin
make sare to heck it several times 10 comect any errors. Akeratvely, ask a rind 0 review the
shortlisted for an interview, Before sending the CV to your prospective employer,
CV for any eros.
1. Keep it brief, no more than two ps
2. Avoid superthious personal details suchas age, religion and sex.
3. Don’t writin the ist person sat sentences with verbs
to be members of specific professional bodies, This section mostly apples 10 select positions
such as account
5, engineer, surveyors IT professionals, ee, List all the profesional bodies
and associations that you Belong to and the status of your membership
Format a Curriculum V
The following are some of the rules that you should follow when formatting your curriculum
1 Length
The CV should not be 10 long and not wo short The ln
and workin
ofthe CV depends onthe education
perience you have amussed over the years. For entry-level postions, the CV
the length can go up o 10 4
encod personnel
Length an be one to two pages, whi
higher
zs for postions that equi
fictions and more expe
When writing a curiculum vitae, use a font that is easy 10 read and apply i 10 the whole
document. The recommended font sys include Arial, Calibri, Cambria and Times New Roman
“The font size should be betwen 101 12 points, The headings should be b
them from te other information and make the CV organize,
ened o distinguish
3. Proper grammar and spelling
Sending a CV that has spelling, tense, or grammar errors would only serve to spoil your chances
of gettin
make sare to heck it several times 10 comect any errors. Akeratvely, ask a rind 0 review the
shortlisted for an interview, Before sending the CV to your prospective employer,
CV for any eros.
1. Keep it brief, no more than two ps
2. Avoid superthious personal details suchas age, religion and sex.
3. Don’t writin the ist person sat sentences with verbs
4, List your career history in reverse chronological order explaining any gaps.
5. Bullet achievements and responsibilities, include more detail on recent roles,
6, List educational institutions and qualifications in reverse chronological order
7. Include computer skills, language skill and any relevant taining,
8. Keep your hobbies and interest section shot
9, Referees can be provided on request
10, Check for typos and ask a frend to read it through 100,
Me
&D of
‘Meaning of Interview
An interview isa procedure designed to obtain information from a perso
oral inquire.
through oral responses
The interview isthe most critical component ofthe enire selection proces, designed 10 decide if
an individual should be interviewed futher, hired, or eliminated from consideration. It serves as
the primary means to collect additional information on an applicant and the basis for asessing an
applicant job-related knowledge, skills, and ails.
Gary Dessler states, “Interview is a section. procedure designed 10 pre future job
performance based on applicants responses to oral inquirics
Tu
Depending on circumstances, he following types of iteviews form
A. Structural view
Here interview may follow any of thee patte:
1. Structures
Interview
Here all candidates answer the same questions presented to them in an established procedure
Under the structured condition, nterviwers look at all aplican qualifications in the same
general way; the same questions are asked to cach applicant,
5. Bullet achievements and responsibilities, include more detail on recent roles,
6, List educational institutions and qualifications in reverse chronological order
7. Include computer skills, language skill and any relevant taining,
8. Keep your hobbies and interest section shot
9, Referees can be provided on request
10, Check for typos and ask a frend to read it through 100,
Me
&D of
‘Meaning of Interview
An interview isa procedure designed to obtain information from a perso
oral inquire.
through oral responses
The interview isthe most critical component ofthe enire selection proces, designed 10 decide if
an individual should be interviewed futher, hired, or eliminated from consideration. It serves as
the primary means to collect additional information on an applicant and the basis for asessing an
applicant job-related knowledge, skills, and ails.
Gary Dessler states, “Interview is a section. procedure designed 10 pre future job
performance based on applicants responses to oral inquirics
Tu
Depending on circumstances, he following types of iteviews form
A. Structural view
Here interview may follow any of thee patte:
1. Structures
Interview
Here all candidates answer the same questions presented to them in an established procedure
Under the structured condition, nterviwers look at all aplican qualifications in the same
general way; the same questions are asked to cach applicant,
2. Semi-Structured Interview
Here the interview follows the established format but may ask questions about other areas of
interest 100. All candidates may not be asked additional questions inthe same arcas and those
‘questions may be unorganized.
3. Unstructured Interview
merviews that follow no established set of questions are known as unsructued interviews. Such
an interview provides insights that cannot be gained in a structure interview
Types of Interviews
B. Personal View
I appears in the following ways:
election Interview
“The most important and widely used interview type i a selection interview. Such an interview is
conducted to find out the potential and suitable candidates for the available posts.
2. Assessment or Appraisal interview
Here the performance of an employee is interviewed to justify his quality, efficiency
‘commitment, and dedication as required bythe job, Employee ambition, motivation, and morale
an be sorted out by appraisal interviews,
Promotion Interview
n an organizational hierarchy, employees are promoted to higher ranks depending on their
performance
Here the interview follows the established format but may ask questions about other areas of
interest 100. All candidates may not be asked additional questions inthe same arcas and those
‘questions may be unorganized.
3. Unstructured Interview
merviews that follow no established set of questions are known as unsructued interviews. Such
an interview provides insights that cannot be gained in a structure interview
Types of Interviews
B. Personal View
I appears in the following ways:
election Interview
“The most important and widely used interview type i a selection interview. Such an interview is
conducted to find out the potential and suitable candidates for the available posts.
2. Assessment or Appraisal interview
Here the performance of an employee is interviewed to justify his quality, efficiency
‘commitment, and dedication as required bythe job, Employee ambition, motivation, and morale
an be sorted out by appraisal interviews,
Promotion Interview
n an organizational hierarchy, employees are promoted to higher ranks depending on their
performance
4. Counseling interview
‘This is an interview where the woubling employee acts as an interviewee and the management
attends as an interviewer, If the performance
an employee is unsatisfactory or he is facing
ny problem at work i clearly discussed in such an interview. Therefore, such an interview ties
10 ind problems and provides a suggestion to overcome the problems.
5. Ext Interview
When an employee is leaving any organization either voluntarily or though dismissal, an
interview takes place:
miss
‘The respective opinion ofthe leaving employee willbe useful to modify employee policy:
6, Stress Interview
‘This interview is designed 10 place the imerviewee in a stressful station and therefore 10
‘observe the respective reaction of the interviewee, Such an interview is taken for jobs that are
highly sresful
où of Interview
So what is the purpose of an interview? How does it bel
knowledge and ski
I of the interviewee
Lets look at some objective ofthe interview.
1. helps o verify the precision ofthe provided fats and data by the candidate
2. The interview helps to obtain additional information about the skills and knowledge
ofthe interviewee.
3. The imerview not only assesses a candidate's skills but alo checks their suitbily for
the job.
4. The interview provides the candidate with
about the job and the company
An interview gives an intuition into the candidates rational knowledge and creativity
eneral facts and necessary descriptions
they possess
6. Job descriptions are given at the time of the
any expectations from them.
7. Through the interview process, the recruiter gets to know about the candidate's skills
and lacks the potential abilities 10 ing to tir job coke.
8. Information flows from both directions, and the interviewee gets to know about the
terview. The interviewer informs the
trained
company
à the employer
‘This is an interview where the woubling employee acts as an interviewee and the management
attends as an interviewer, If the performance
an employee is unsatisfactory or he is facing
ny problem at work i clearly discussed in such an interview. Therefore, such an interview ties
10 ind problems and provides a suggestion to overcome the problems.
5. Ext Interview
When an employee is leaving any organization either voluntarily or though dismissal, an
interview takes place:
miss
‘The respective opinion ofthe leaving employee willbe useful to modify employee policy:
6, Stress Interview
‘This interview is designed 10 place the imerviewee in a stressful station and therefore 10
‘observe the respective reaction of the interviewee, Such an interview is taken for jobs that are
highly sresful
où of Interview
So what is the purpose of an interview? How does it bel
knowledge and ski
I of the interviewee
Lets look at some objective ofthe interview.
1. helps o verify the precision ofthe provided fats and data by the candidate
2. The interview helps to obtain additional information about the skills and knowledge
ofthe interviewee.
3. The imerview not only assesses a candidate's skills but alo checks their suitbily for
the job.
4. The interview provides the candidate with
about the job and the company
An interview gives an intuition into the candidates rational knowledge and creativity
eneral facts and necessary descriptions
they possess
6. Job descriptions are given at the time of the
any expectations from them.
7. Through the interview process, the recruiter gets to know about the candidate's skills
and lacks the potential abilities 10 ing to tir job coke.
8. Information flows from both directions, and the interviewee gets to know about the
terview. The interviewer informs the
trained
company
à the employer
Importance of Interviews
Here are some points which highligh the importance of interviews.
1. Interviews play a crucial role in the selection process ofthe favorable candidate. They
hep the interviewer choose who is efficient and who isnot
2. Resumes do not present a clear picture or inbilies of a candidate recruiters
know the candidates weaknesses and where the
‘eed training through
procedure
3. If someone asks in an interview about their weaknesses, ifs best to answer them
honestly I abo shows the candidat’ self-awareness about thet
sod and vulnerable
4, Interviews are a necessary strategy to know a candidate potenti
5. Tin
ugh the interviewing process, the employer and the iterviewee ge
to know each
other, and the flow of essential information takes place, and all doubis are fred.
6. The employer gets to know about the interviewees actua
communicative skills and
checks their general skills of writing and speaking through the quality of their
responses
7. Employers ako get to know about the individuality and personality ofthe candidate
Also, analyze their social behaviour and confidence in their body language.
Leadership
Leadership is essential a continuous process of influencing behavior. Ik may be considered in
‘context of mutual relations bote a leader and his follower.
The leader ties to influence the behavior of individuals or group of individuals around him to
achieve desired goals
Leadership is a dynamic process, which deserves study. I is a relational process involving
members and sometimes outside constituencies. Good kaders are
made not born. If ou have the desire and willpower, you can become an effective leader.
interactions among bade
According to
ingston - “Leadership is db ability to awaken the desire to follow a common
objective
According to CL Bernard — Leadership i the quality of behaviour of the
they guide people or ei activites in organised efforts
viduals whereby
Koontz an
O'Donnell “Leadership isthe proces of influencing people so that they wil strive
willingly toward the achievement of group goals.”
Characteristics of leaders
1. There must be Followers:
Here are some points which highligh the importance of interviews.
1. Interviews play a crucial role in the selection process ofthe favorable candidate. They
hep the interviewer choose who is efficient and who isnot
2. Resumes do not present a clear picture or inbilies of a candidate recruiters
know the candidates weaknesses and where the
‘eed training through
procedure
3. If someone asks in an interview about their weaknesses, ifs best to answer them
honestly I abo shows the candidat’ self-awareness about thet
sod and vulnerable
4, Interviews are a necessary strategy to know a candidate potenti
5. Tin
ugh the interviewing process, the employer and the iterviewee ge
to know each
other, and the flow of essential information takes place, and all doubis are fred.
6. The employer gets to know about the interviewees actua
communicative skills and
checks their general skills of writing and speaking through the quality of their
responses
7. Employers ako get to know about the individuality and personality ofthe candidate
Also, analyze their social behaviour and confidence in their body language.
Leadership
Leadership is essential a continuous process of influencing behavior. Ik may be considered in
‘context of mutual relations bote a leader and his follower.
The leader ties to influence the behavior of individuals or group of individuals around him to
achieve desired goals
Leadership is a dynamic process, which deserves study. I is a relational process involving
members and sometimes outside constituencies. Good kaders are
made not born. If ou have the desire and willpower, you can become an effective leader.
interactions among bade
According to
ingston - “Leadership is db ability to awaken the desire to follow a common
objective
According to CL Bernard — Leadership i the quality of behaviour of the
they guide people or ei activites in organised efforts
viduals whereby
Koontz an
O'Donnell “Leadership isthe proces of influencing people so that they wil strive
willingly toward the achievement of group goals.”
Characteristics of leaders
1. There must be Followers:
A leadership cannot exist without followers, If a leader does not have followers, he cannot
his authority, Leadership exists both in formal and informal organisations.
2. Working Relationship between Leader and Followers
Th
leader should present himself in a place where the work is sually going on. Besides, the leader
should bea dynamic perso
fe must be a working relationship between the leader and his
ofthe concerned group. he is not so, he can
set things don.
3. Personal Quality
The character and behaviour ofa man influence the work of others.
4. Reciprocal Relationship:
Leadership kindles a reciprocal relationship between the leader and his followers. A leader can
influence his followers and, in tum, the followers can influence the leader, The willingness of
both header and the folowers is responsible forthe influence and no enforcement is adopted,
5. Community of Interests:
‘There must be community of imerests between the leader and his followers À leader has his ou,
objectives. The followers have their own objectives. They are moving in diffs
munity of interes. It not advisable, Iti the leader who should try 10
ot directions in
the absence of co
reconcile the diferent objectives and compromiso the individual interests with organisation
6
A leader guides his followers o achieve the goals of the organisation. À leader shoul take steps
Guidance:
10 motivate his followers for this purpose
7. Related toa Particular S
Leadership is applicable toa particular station at a given point of time It varies from time 10
8. Shared Function:
Leadership is a shared function, A leader is ao working along with his followers to achieve the
‘objectives ofthe organisation, Besides, the leader shares his experience, cas and views with is
followers
9. Power Relationship:
A leader has powers to exercise over his followers, The leader derives these powers from the
‘organisation hierarchy, superior knoe
experience and the like
of leaders text of
his authority, Leadership exists both in formal and informal organisations.
2. Working Relationship between Leader and Followers
Th
leader should present himself in a place where the work is sually going on. Besides, the leader
should bea dynamic perso
fe must be a working relationship between the leader and his
ofthe concerned group. he is not so, he can
set things don.
3. Personal Quality
The character and behaviour ofa man influence the work of others.
4. Reciprocal Relationship:
Leadership kindles a reciprocal relationship between the leader and his followers. A leader can
influence his followers and, in tum, the followers can influence the leader, The willingness of
both header and the folowers is responsible forthe influence and no enforcement is adopted,
5. Community of Interests:
‘There must be community of imerests between the leader and his followers À leader has his ou,
objectives. The followers have their own objectives. They are moving in diffs
munity of interes. It not advisable, Iti the leader who should try 10
ot directions in
the absence of co
reconcile the diferent objectives and compromiso the individual interests with organisation
6
A leader guides his followers o achieve the goals of the organisation. À leader shoul take steps
Guidance:
10 motivate his followers for this purpose
7. Related toa Particular S
Leadership is applicable toa particular station at a given point of time It varies from time 10
8. Shared Function:
Leadership is a shared function, A leader is ao working along with his followers to achieve the
‘objectives ofthe organisation, Besides, the leader shares his experience, cas and views with is
followers
9. Power Relationship:
A leader has powers to exercise over his followers, The leader derives these powers from the
‘organisation hierarchy, superior knoe
experience and the like
of leaders text of
1. To develop the feeling of cooperation and coordination,
ovide the necdful directions about good or had as well as right oF
‘wrong conducts and behavi
1 as may be applicable in society
3. ‘To determine and formulate the equitable and justified behavioural non
4, Todevelop new, innovative and creuiv ideas, outlooks and approaches among people,
determine and make the perspective visions and missions fr the well-being of human
Bit in socie,
6. ‘To determine and develop the parameters on he basis of etic values towards optimum
and balanced behaviour between individual and group in any society,
To determin some laring aspects to follow the concept of truth, purity, politeness, and
jusfications among every people in society,
3, Todevelop ehusiasms, oyaky and devotional behaviour and attitudes,
9. To determine and provide necdíul direcion for making team spirit among people,
10. To provide due importance for common interes in a group or society
11. To provide some lading guidelines for developing bete work environment
ities of y effective leader:
1. Height, weight, skin colour~though there are exceptions to this, A short person may be
‘more effective leader than tall one, light-weight can be more effective leader than a
heavy one, and a dark-skinned can surpass the fui skinned in providing leadership.
India’s Loi Bahadur Shostr, K Kamraj and Jagjvan Ram can be cited as ready
examples ofthis exception.
Energy, both nervous and physical: how long he ean work energetically
3. Mental ability Being welkrend and well-informed
4. Personality A captivating, magnetic personality
5. Initiative —Inventiveness and boldness to implement new plans,
ination—Creativeness and original thinking
Emotional stability Mena stability in adverso situations.
8. Desire to accep esponsibility Courage to own responsibility
9. Flesibiliy- Abi,
16. Honesty—Truthfulness and openness,
ovide the necdful directions about good or had as well as right oF
‘wrong conducts and behavi
1 as may be applicable in society
3. ‘To determine and formulate the equitable and justified behavioural non
4, Todevelop new, innovative and creuiv ideas, outlooks and approaches among people,
determine and make the perspective visions and missions fr the well-being of human
Bit in socie,
6. ‘To determine and develop the parameters on he basis of etic values towards optimum
and balanced behaviour between individual and group in any society,
To determin some laring aspects to follow the concept of truth, purity, politeness, and
jusfications among every people in society,
3, Todevelop ehusiasms, oyaky and devotional behaviour and attitudes,
9. To determine and provide necdíul direcion for making team spirit among people,
10. To provide due importance for common interes in a group or society
11. To provide some lading guidelines for developing bete work environment
ities of y effective leader:
1. Height, weight, skin colour~though there are exceptions to this, A short person may be
‘more effective leader than tall one, light-weight can be more effective leader than a
heavy one, and a dark-skinned can surpass the fui skinned in providing leadership.
India’s Loi Bahadur Shostr, K Kamraj and Jagjvan Ram can be cited as ready
examples ofthis exception.
Energy, both nervous and physical: how long he ean work energetically
3. Mental ability Being welkrend and well-informed
4. Personality A captivating, magnetic personality
5. Initiative —Inventiveness and boldness to implement new plans,
ination—Creativeness and original thinking
Emotional stability Mena stability in adverso situations.
8. Desire to accep esponsibility Courage to own responsibility
9. Flesibiliy- Abi,
16. Honesty—Truthfulness and openness,
11. Sincerity Earnstnes and autheaticity
12. Determination —Resolve and willpower
13. Persistenee--Doggedness and perseverance.
14, Enduranco—Staying power, stamina
15. Inogrty-Retiabily,uprighnes,
16. Judgement —Decisive, conclusive
17. Courage Gus, eavery
18. Good looks
both physical and santo
Leader Vs Manager
BASIS FOR
COMPARIS LEADER
ON
Meaning A leader is. a person who directs,
guides and influences the behavior
fof his followers towards the
ktainmen of specific goals,
Work Providing direction tothe
employees by creating vision and
‘communicating it and encouraging
them to reach effortlessly
Management Performs only one Function
function direction,
Amory Informal authority by vire of
hise personal qualities
Approach
Proactive
Existsin Both formal and informal structure.
MANAG
À man
‘organization responsible forthe
management ofthe Work of a group of
employees and takes requise actions
‘whenever required
Formulating the structure ofthe
organization and delegating authority and
responsibilities 10 the employees,
Perform al ive functions
organizing, sta
controling
planning,
ng, dieting, and
Formal authority du to hivher
positional role
Reactive
Formal structure only
12. Determination —Resolve and willpower
13. Persistenee--Doggedness and perseverance.
14, Enduranco—Staying power, stamina
15. Inogrty-Retiabily,uprighnes,
16. Judgement —Decisive, conclusive
17. Courage Gus, eavery
18. Good looks
both physical and santo
Leader Vs Manager
BASIS FOR
COMPARIS LEADER
ON
Meaning A leader is. a person who directs,
guides and influences the behavior
fof his followers towards the
ktainmen of specific goals,
Work Providing direction tothe
employees by creating vision and
‘communicating it and encouraging
them to reach effortlessly
Management Performs only one Function
function direction,
Amory Informal authority by vire of
hise personal qualities
Approach
Proactive
Existsin Both formal and informal structure.
MANAG
À man
‘organization responsible forthe
management ofthe Work of a group of
employees and takes requise actions
‘whenever required
Formulating the structure ofthe
organization and delegating authority and
responsibilities 10 the employees,
Perform al ive functions
organizing, sta
controling
planning,
ng, dieting, and
Formal authority du to hivher
positional role
Reactive
Formal structure only
BASIS FOR
COMPARIS LEADER MANAGER
ON
(Qualities Leadership qualities are required. Boıh managerial amd leadership qualities
Required ae required,
COMPARIS LEADER MANAGER
ON
(Qualities Leadership qualities are required. Boıh managerial amd leadership qualities
Required ae required,
Motivation Intrinsic process
Additional Differences
BASISFOR ,
COMPARISON
EADER
Key Attribute Foresghtedness
Subordinate Followers
What does heshe Set directions
do
Sue Transformational
Aims at “Motivating and inspiring people
Focus People
Change Promotes change
(Uses confit as an asst
un
Extrinsc Process
MANAGER
Prompt decision making a
coordination
Employes
Directing and Controlling employees
Process
Reacts to chang
Avoid conflict,
Behavioural theory of leadership.
The behavioural theory of leadership suggests tha the success of a business
[depends on capable leaders whose behaviours drive their success
lays that by observing and evalusting a leaders actions and behaviours and noting thei
responses regarding specific situations, you can determine what Kind of a leader they at.
According 10 this theory, successful leaders build themselves through learned behaviour and
are not born successful, This leadership theory is highly action focused and relies heavily on
[assessing leaders’ actions in predicting leadership su
Additional Differences
BASISFOR ,
COMPARISON
EADER
Key Attribute Foresghtedness
Subordinate Followers
What does heshe Set directions
do
Sue Transformational
Aims at “Motivating and inspiring people
Focus People
Change Promotes change
(Uses confit as an asst
un
Extrinsc Process
MANAGER
Prompt decision making a
coordination
Employes
Directing and Controlling employees
Process
Reacts to chang
Avoid conflict,
Behavioural theory of leadership.
The behavioural theory of leadership suggests tha the success of a business
[depends on capable leaders whose behaviours drive their success
lays that by observing and evalusting a leaders actions and behaviours and noting thei
responses regarding specific situations, you can determine what Kind of a leader they at.
According 10 this theory, successful leaders build themselves through learned behaviour and
are not born successful, This leadership theory is highly action focused and relies heavily on
[assessing leaders’ actions in predicting leadership su
[The behavioural theony of leadership, aso Known as the ale Ihory, focuses on pates of
|behaviours, categorised as styles of leadership, Some leadership styles include task-oriented,
|People-oiented, status-quo, and dictatorial leaders. This theory enables individuals to practise
learned behaviours to direct their ations to become the leaders they want 1 become, À core part
Jor this theory is hat tis flexible and allows leaders to adapt to various circumstances o beter
Tapes of behav ship
|Peopte-oriented leaders
|Peopl-oriented leaders inculcate behaviours that allow them to meet the requirements ofthe
ople they interact with, such as their clients, supervisors and employees. Eisctve
Jimerpersonal communication and networking drive these leaders 10 build lasting relationships
h those around them and inspite her teams 1 perform. They regularly enhance thet relations
1 members and motivate them to excel in ther roles. Some co
nmon behaviours
thei cn
kinds of leaders include
[associated withthe
> promoting collaboration
rewarding the success of others
+ observing and analyses their teams’ progress
+ mentoring ter team members to perform better
[Tasicoriented leaders
[Taskeoriented leaders usally focus on seting up goals and achieving organisational objectives
las hei primary focus is on task execution rather than people management. These leaders ofa
[display authoritative behaviour and usually excel in well structured and organised environments
The focus ison the outcome of their procs rather than the day-to-day developmental tasks
up to that result. Some common behaviours associated with task
land people progres lad
[oriente leaders include
FP peor nation
|" organising company processes
|. carfying instructions to relevant stakeholders
[Participative leaders
[Participative leaders ensure the active participation of all their team members in the decision
[making processes, These leaders focus on functional communication, collaboration and feedback
|behaviours, categorised as styles of leadership, Some leadership styles include task-oriented,
|People-oiented, status-quo, and dictatorial leaders. This theory enables individuals to practise
learned behaviours to direct their ations to become the leaders they want 1 become, À core part
Jor this theory is hat tis flexible and allows leaders to adapt to various circumstances o beter
Tapes of behav ship
|Peopte-oriented leaders
|Peopl-oriented leaders inculcate behaviours that allow them to meet the requirements ofthe
ople they interact with, such as their clients, supervisors and employees. Eisctve
Jimerpersonal communication and networking drive these leaders 10 build lasting relationships
h those around them and inspite her teams 1 perform. They regularly enhance thet relations
1 members and motivate them to excel in ther roles. Some co
nmon behaviours
thei cn
kinds of leaders include
[associated withthe
> promoting collaboration
rewarding the success of others
+ observing and analyses their teams’ progress
+ mentoring ter team members to perform better
[Tasicoriented leaders
[Taskeoriented leaders usally focus on seting up goals and achieving organisational objectives
las hei primary focus is on task execution rather than people management. These leaders ofa
[display authoritative behaviour and usually excel in well structured and organised environments
The focus ison the outcome of their procs rather than the day-to-day developmental tasks
up to that result. Some common behaviours associated with task
land people progres lad
[oriente leaders include
FP peor nation
|" organising company processes
|. carfying instructions to relevant stakeholders
[Participative leaders
[Participative leaders ensure the active participation of all their team members in the decision
[making processes, These leaders focus on functional communication, collaboration and feedback
ho enhance the workflow and productivity
their projects. They identify the strengths and
‘and assign them tasks accordingly to maximise team
à hear every member and consider
on behaviour traits of participative oud
weaknesses of every team member
efficiency. This leadership style ensure hat the leaders se
thei feedback effectively. Some com
may include:
Tang and coordinating team meetings
1+ asking fr constructive feedback
+ implementing suggestions for improvement
le dclogating tasks o other tam members for improved efficiency
Siatus-que leaders
Staus-quo leaders focus Both on increasing company productivity and employee satisfaction.
These leaders follow a balanced approach to execute all timely tasks while also providing
‘support and fellow team members, Status quo leaders prefer
hosing established organisational practices and mechanisms hat brought result in the past
father than changing an existing process. Their experience drives thei action more than the
vision fora future, Some common behaviours of tatus-quo Kader include:
{dating tasks evenly to all employees
+ asking for regular progress reports
| enforcing company policies in a fair way
le responding to postive and negative feedback neutraly
Indifferent leaders
Indifferent leaders monitor ther team's overall performance from a distance and may not
lactvely contribute to the organisation s workflow. These leaders usually prioritise personal
Iuccess and advancement over team interaction or communication. A lack of cooperation
between the leader and team members typically characterises this leadership style, Such leaders
imay struggle 10 maintain the productivity and efiieney ofthe team. Some co
inert leaders include
(avoiding questions Tom team member
| procrastination urgent asks
+ assigring unwanted tasks to employees
Dietatorial leaders
their projects. They identify the strengths and
‘and assign them tasks accordingly to maximise team
à hear every member and consider
on behaviour traits of participative oud
weaknesses of every team member
efficiency. This leadership style ensure hat the leaders se
thei feedback effectively. Some com
may include:
Tang and coordinating team meetings
1+ asking fr constructive feedback
+ implementing suggestions for improvement
le dclogating tasks o other tam members for improved efficiency
Siatus-que leaders
Staus-quo leaders focus Both on increasing company productivity and employee satisfaction.
These leaders follow a balanced approach to execute all timely tasks while also providing
‘support and fellow team members, Status quo leaders prefer
hosing established organisational practices and mechanisms hat brought result in the past
father than changing an existing process. Their experience drives thei action more than the
vision fora future, Some common behaviours of tatus-quo Kader include:
{dating tasks evenly to all employees
+ asking for regular progress reports
| enforcing company policies in a fair way
le responding to postive and negative feedback neutraly
Indifferent leaders
Indifferent leaders monitor ther team's overall performance from a distance and may not
lactvely contribute to the organisation s workflow. These leaders usually prioritise personal
Iuccess and advancement over team interaction or communication. A lack of cooperation
between the leader and team members typically characterises this leadership style, Such leaders
imay struggle 10 maintain the productivity and efiieney ofthe team. Some co
inert leaders include
(avoiding questions Tom team member
| procrastination urgent asks
+ assigring unwanted tasks to employees
Dietatorial leaders
Deol der usually emphavive achieving res than he wellbeing of their tam]
[members These leaders may also exert pressure on employees 10 perform well, even during]
challenging or demanding situations, While dictatorial leaders can often ensure high-quality
results fora company, her discouraging behaviour may cause high turnover rates dueto lower
employee satisfaction, Some common behaviors associated with dictatorial leaders include:
arding excuses
avoiding feedback fromthe team
‘focussing on achieving short-term goals over employees well-being
(Country cob leaders
(Country club leaders prioritise their employees” overall happiness and satisfaction levels. Thes|
leaders believe that eam that is looked after and eared fo often yields more successful result
employees working with country club leaders show higher levels of tus, confidence and loyalty
for her
der asthe work environment is favourable for thee professional growth and needs.
[Some country club leaders may also sacrifice overall productivity to boost their team members
[morale and motivate them to perform bete. Some common trat of such leaders include?
(responding positively to cam member FeedBack
I" focusing on employees well-being
safeguarding the interests and rights of employees
‘supporting team members decisions
Sound Teaders
‘Sound leaders follow a sound leadership style, which is the most effective pe of beha
Leadership for success in workplaces. These leaders give equal prio
[productivity and employee morale, eventhough it could be challenging 1 balance the two. These
[professionals value their team members while setting achievable goals and delivering high
oural
10 boosting company
ua rests. Sound leaders find the inner motivation to derive satisfaction in supporting her
ogres. Some common behaviours shown by sound leaders include
[promoting open communication within teams
allowing employees to work outside of teams, according to their strengths and interests
| listening actively and implementing the feedback for improvement
| providing training and coniming education for team members development
(Opportunistic leaders
[members These leaders may also exert pressure on employees 10 perform well, even during]
challenging or demanding situations, While dictatorial leaders can often ensure high-quality
results fora company, her discouraging behaviour may cause high turnover rates dueto lower
employee satisfaction, Some common behaviors associated with dictatorial leaders include:
arding excuses
avoiding feedback fromthe team
‘focussing on achieving short-term goals over employees well-being
(Country cob leaders
(Country club leaders prioritise their employees” overall happiness and satisfaction levels. Thes|
leaders believe that eam that is looked after and eared fo often yields more successful result
employees working with country club leaders show higher levels of tus, confidence and loyalty
for her
der asthe work environment is favourable for thee professional growth and needs.
[Some country club leaders may also sacrifice overall productivity to boost their team members
[morale and motivate them to perform bete. Some common trat of such leaders include?
(responding positively to cam member FeedBack
I" focusing on employees well-being
safeguarding the interests and rights of employees
‘supporting team members decisions
Sound Teaders
‘Sound leaders follow a sound leadership style, which is the most effective pe of beha
Leadership for success in workplaces. These leaders give equal prio
[productivity and employee morale, eventhough it could be challenging 1 balance the two. These
[professionals value their team members while setting achievable goals and delivering high
oural
10 boosting company
ua rests. Sound leaders find the inner motivation to derive satisfaction in supporting her
ogres. Some common behaviours shown by sound leaders include
[promoting open communication within teams
allowing employees to work outside of teams, according to their strengths and interests
| listening actively and implementing the feedback for improvement
| providing training and coniming education for team members development
(Opportunistic leaders
(Opportunistic leaders ae professionals who operate wilh a mix of certain Behaviours discussed
in previous leadership styles. These leaders can fit and adapt ther leadership styles to meet he
Lemands of a parienta situation. These professionals are often highly goal-riven and employ
kine necessary methods to achieve their objectives, For example, these leaders may adopt |
ing up toa significan
ay when working on a challenging proc, k
lictaorat driven persor
[product launch deadline, Theater, they may shift wo a country club leadership sie to fix thei
relationship with the cam. Some specific behaviours of opportunistic Kaders include:
(+ ack of consieney
'+ determined 10 achieve resul respective ofthe eos
I enforing her standards for measuring success
1 for thei eam members to boost overall performance when required
[Paternalisi eaders
This leadership tye reflects the relationship between a parent and child. Paternalistic leaders
focus on acquiring resul as they are goal-oriented but flexible regarding achieving these
oats. These leaders frequently st ambitious goals and reward employees who achieve these
lzoals. Paeralistic leaders valve thir cam members strengths and capabilities and may provide
knem with opporuniies to prosper and excel professionally. Some common behaviours
(> Tewarding an achievement, poste Behaviour or success of employees
disregarding feedback
| offering leadership and development opportunities to promising employees
‘taking the final decision in every aspect
ra hear of Tea
Advantages of a behav ship
[some advantages of studying leadership trough the behavioural theo:
TT emphasizes concern Tor cam members and people of an organicos While promoting]
collaboration
encourages participative decision making o ensure effective processes
3. promotes tam development by supporting individual and organisational needs
1. supports the alignment of individual and g
I. helps managers understand the impact of ther behaviour on the leadership syle and
up objectives to achieve company goals
productivity of thee tam
(6 els leaders build sting relationships with team members
7. promotes commitment and contribution o achieving organisational objectives
in previous leadership styles. These leaders can fit and adapt ther leadership styles to meet he
Lemands of a parienta situation. These professionals are often highly goal-riven and employ
kine necessary methods to achieve their objectives, For example, these leaders may adopt |
ing up toa significan
ay when working on a challenging proc, k
lictaorat driven persor
[product launch deadline, Theater, they may shift wo a country club leadership sie to fix thei
relationship with the cam. Some specific behaviours of opportunistic Kaders include:
(+ ack of consieney
'+ determined 10 achieve resul respective ofthe eos
I enforing her standards for measuring success
1 for thei eam members to boost overall performance when required
[Paternalisi eaders
This leadership tye reflects the relationship between a parent and child. Paternalistic leaders
focus on acquiring resul as they are goal-oriented but flexible regarding achieving these
oats. These leaders frequently st ambitious goals and reward employees who achieve these
lzoals. Paeralistic leaders valve thir cam members strengths and capabilities and may provide
knem with opporuniies to prosper and excel professionally. Some common behaviours
(> Tewarding an achievement, poste Behaviour or success of employees
disregarding feedback
| offering leadership and development opportunities to promising employees
‘taking the final decision in every aspect
ra hear of Tea
Advantages of a behav ship
[some advantages of studying leadership trough the behavioural theo:
TT emphasizes concern Tor cam members and people of an organicos While promoting]
collaboration
encourages participative decision making o ensure effective processes
3. promotes tam development by supporting individual and organisational needs
1. supports the alignment of individual and g
I. helps managers understand the impact of ther behaviour on the leadership syle and
up objectives to achieve company goals
productivity of thee tam
(6 els leaders build sting relationships with team members
7. promotes commitment and contribution o achieving organisational objectives
‘Trait Theory of Leadership
The trait model of leadership is based om the characteristics of many leaders - both successful
“and unsuccessful - and is used 1 predkct
then compared to those of potential Kad
sadership effectiveness. The resin lists of traits are
so ases her likelihood of sucess or fire
Scholars taking the tat approach attempted to identify physiological (appearance, height, and
weigh), demographic (age, education and socioeconomic background), personality, sel.
confidence, and aggressivenes), imtelletive (intelligence, decisiveness, jul
knowledge). taskerelated (chievem
characteristics (sociability and cooperativeness) 4
1 dive, initiative, and. persistence), and social
leader emergence and leader effectiveness
Successful leaders definitely have interests, abilities, and personality traits that are
diferent from those of the less effective leaders. Though many researches conducted in the
ust three decades of the 20h century, a set of core tats of successful leaders have been
identifed. These tats are not responsible solely 10 identify whether a person will be a
successful leader or not, but bey ae essentially seen as preconditions that endow people with
leadership potential.
core traits identified ares
Achievement drive: High evel of lr, high levels of ambition, energy and ints
Leadership motivation: anitense desire vo lead others to reach shared goals
Honesty and integrity: rasworth, roble and open
Selfconfidence: Belicia one's sl, ideas, and ability
Cognitive ability: Capable of exercising. good judgment, strong analytical abilities, and
‘onceplly skilled
+ Knowledge of Busines: Knowledge industry and other technical matters
+ Emotional Maturity: well adjusted, does not sue from severe psychological disorder.
+ Others: charisma, creativity and flexibility
Strength Advantages of Trait Theory
+ Anis naturally pleasing theory.
+ Its valida lot oF research has validated the foundation an bass ofthe theory
+ series as a yardstick against which the leadership traits of an individual can be
The trait model of leadership is based om the characteristics of many leaders - both successful
“and unsuccessful - and is used 1 predkct
then compared to those of potential Kad
sadership effectiveness. The resin lists of traits are
so ases her likelihood of sucess or fire
Scholars taking the tat approach attempted to identify physiological (appearance, height, and
weigh), demographic (age, education and socioeconomic background), personality, sel.
confidence, and aggressivenes), imtelletive (intelligence, decisiveness, jul
knowledge). taskerelated (chievem
characteristics (sociability and cooperativeness) 4
1 dive, initiative, and. persistence), and social
leader emergence and leader effectiveness
Successful leaders definitely have interests, abilities, and personality traits that are
diferent from those of the less effective leaders. Though many researches conducted in the
ust three decades of the 20h century, a set of core tats of successful leaders have been
identifed. These tats are not responsible solely 10 identify whether a person will be a
successful leader or not, but bey ae essentially seen as preconditions that endow people with
leadership potential.
core traits identified ares
Achievement drive: High evel of lr, high levels of ambition, energy and ints
Leadership motivation: anitense desire vo lead others to reach shared goals
Honesty and integrity: rasworth, roble and open
Selfconfidence: Belicia one's sl, ideas, and ability
Cognitive ability: Capable of exercising. good judgment, strong analytical abilities, and
‘onceplly skilled
+ Knowledge of Busines: Knowledge industry and other technical matters
+ Emotional Maturity: well adjusted, does not sue from severe psychological disorder.
+ Others: charisma, creativity and flexibility
Strength Advantages of Trait Theory
+ Anis naturally pleasing theory.
+ Its valida lot oF research has validated the foundation an bass ofthe theory
+ series as a yardstick against which the leadership traits of an individual can be
+ Ir gives a detailed knowledge and understanding of the leader element in the leadership
Limitations of The Trait Theory
+ There is bound to be some subjective judgment in determining who is regarded as a
good! of successful leader
+ The list of possible tats tends to be very long. More than 100 different traits of
successful leaders in various leadership postions have been denied, These descriptions
ae simply generalities
There is also a disagreement over which traits are the most important for an effective
leader
+ The model attempts 10
Ic physical tras such as, height and weight, to effective
leadership. Most ol these factors relate 0 situational Factors. For example, a minimum
‘weight and height might be necessary 10 perform the tasks eficiemiy in a milary
leadership position. In business organizations, these are not the requirements 10 be an
effective leader.
+ The theory is very complex
Implications of Trait Theory
The trait theory gives constructive information about leadership. I can be applied by people at
all eves in al types of organizations.
Managers can utilize the information from the theory to evaluate their postion in the
organization and to assess how their position can be made stronger in the organizati
They can get an in-depth understanding of thei identity and the way they will affect others inthe
organization. This thory makes the manager aware of thet strengths and weaknesses and thus
they get an understanding of how they can develop their leadership qualities
Tontingency Theory of Leadership
Efectivo leadership is one of the most atrctive qualities in an employee. There are dozens of
\heoris tha argue which leadership style is best sited for improving team productivity and
orale. The contingency theory of leadership focuses on how specific
ness and how a leaders ability t adapt can be their most
maintaining employee
situations affect a leaders effect
important ool in the workplace,
Limitations of The Trait Theory
+ There is bound to be some subjective judgment in determining who is regarded as a
good! of successful leader
+ The list of possible tats tends to be very long. More than 100 different traits of
successful leaders in various leadership postions have been denied, These descriptions
ae simply generalities
There is also a disagreement over which traits are the most important for an effective
leader
+ The model attempts 10
Ic physical tras such as, height and weight, to effective
leadership. Most ol these factors relate 0 situational Factors. For example, a minimum
‘weight and height might be necessary 10 perform the tasks eficiemiy in a milary
leadership position. In business organizations, these are not the requirements 10 be an
effective leader.
+ The theory is very complex
Implications of Trait Theory
The trait theory gives constructive information about leadership. I can be applied by people at
all eves in al types of organizations.
Managers can utilize the information from the theory to evaluate their postion in the
organization and to assess how their position can be made stronger in the organizati
They can get an in-depth understanding of thei identity and the way they will affect others inthe
organization. This thory makes the manager aware of thet strengths and weaknesses and thus
they get an understanding of how they can develop their leadership qualities
Tontingency Theory of Leadership
Efectivo leadership is one of the most atrctive qualities in an employee. There are dozens of
\heoris tha argue which leadership style is best sited for improving team productivity and
orale. The contingency theory of leadership focuses on how specific
ness and how a leaders ability t adapt can be their most
maintaining employee
situations affect a leaders effect
important ool in the workplace,
[The contingeney theory of Teadership supposes that a Jeaders effectiveness 1 contingent on]
ir leadership style suits «particular situation, According do this theory, an
individual can be an effective leader in one circumstance and an ineffective leader in another
lane, To maximize your likelihood of being prod
leader, this theory posts that you shoul
beable to examine each situ
on and decid if your leadership style is going tobe fective or
hot In most eases, this requires you tobe self-aware, objetivo and adaptable
(Cont
ory of ea
ney
ship in the workplace
In the workplace, there are dozens of factors that can affect a kader's effectiveness, These
include things ike the size of he team, the scope af project and the expected delivery date for
La result. Dilferent leaders, eich with unique leadership sles, wil respond to these variables i
iter
vil always bea particular situation that will challenge them. Therefore, leaders must be willing
ho acknowledge the fact thet their success depends partial} on thee circumstances in addition
ho thee personal sil
ent ways. Contingency theorists would say that no matter how successful a leader is, there |
[To lead their team well, managers and supervisors may need to ciber adapt their leadership style
tothe current situation or delegate some of their leadership responsibilities toa coworker
The contingency theory’ of leadership is impacted by range of specific factors inthe average
workplace, including
[ari fever ofthe employees
I" Relationships between coworkers
I" Work pace
I" Management style
le Typical work schedule
I" Goals and objectives
I" Standards for behavior
|+ Company policies
I" Employees’ work styles
e Employees" morale
ler mod
To understand this theory, we will ook at ros diferent models or cotingency leadership. The
Isis Fieler's model. This model sats tha three important factors contribute to “situational
\avorabieness”. To be productive, leaders must consider these factors However, this theory also
¡consider leadership styles to be fxed and unchangeable, Therefor, if a Leader syle i no a
good fi for a particular situation, they will eed to be replaced by a different leader. To apply
ir leadership style suits «particular situation, According do this theory, an
individual can be an effective leader in one circumstance and an ineffective leader in another
lane, To maximize your likelihood of being prod
leader, this theory posts that you shoul
beable to examine each situ
on and decid if your leadership style is going tobe fective or
hot In most eases, this requires you tobe self-aware, objetivo and adaptable
(Cont
ory of ea
ney
ship in the workplace
In the workplace, there are dozens of factors that can affect a kader's effectiveness, These
include things ike the size of he team, the scope af project and the expected delivery date for
La result. Dilferent leaders, eich with unique leadership sles, wil respond to these variables i
iter
vil always bea particular situation that will challenge them. Therefore, leaders must be willing
ho acknowledge the fact thet their success depends partial} on thee circumstances in addition
ho thee personal sil
ent ways. Contingency theorists would say that no matter how successful a leader is, there |
[To lead their team well, managers and supervisors may need to ciber adapt their leadership style
tothe current situation or delegate some of their leadership responsibilities toa coworker
The contingency theory’ of leadership is impacted by range of specific factors inthe average
workplace, including
[ari fever ofthe employees
I" Relationships between coworkers
I" Work pace
I" Management style
le Typical work schedule
I" Goals and objectives
I" Standards for behavior
|+ Company policies
I" Employees’ work styles
e Employees" morale
ler mod
To understand this theory, we will ook at ros diferent models or cotingency leadership. The
Isis Fieler's model. This model sats tha three important factors contribute to “situational
\avorabieness”. To be productive, leaders must consider these factors However, this theory also
¡consider leadership styles to be fxed and unchangeable, Therefor, if a Leader syle i no a
good fi for a particular situation, they will eed to be replaced by a different leader. To apply
Fiedlers theory, you have to determine your kadership style and your situations favorableness
1 Leadership sive
The fist step sto use a cal call the Preferred Coworker scale, To use this scale, you mast
|ihink ora team member you didnot or do not enjoy working with, This can be anyone fom a
‚mer classmate to your current supervisor, Then, you must rate the person on the following
scale:
[Unfrindiy FEE PEP) ER me
[Unpiensant Ps WS ETE Picasa
Rejecting ME EE fs ls pe acces
Tense Ie ERE Te § Rein
sold he ES ls pr 8 Warm
[Boring IB BR ls pe fvereting
ostile BB BB ds PE Supponne
Guarded WII
Insincere EE RE EE Sincere
rene EB ES 6 17 IS amonio
Free a high score would mate you a Highly Preferred Coworker leader. HP
fare retionship-oriented and focus ther energy om building and maintaining healthy and
|produetire relationships in the workplace, They are skilled in conflict management and take
multiple variables into account when maki
Tae]
decisions.
The second part of Fieder's model is determining situational farorabeness, To do this, you
will evaluate tree distinct factors:
1 Leadership sive
The fist step sto use a cal call the Preferred Coworker scale, To use this scale, you mast
|ihink ora team member you didnot or do not enjoy working with, This can be anyone fom a
‚mer classmate to your current supervisor, Then, you must rate the person on the following
scale:
[Unfrindiy FEE PEP) ER me
[Unpiensant Ps WS ETE Picasa
Rejecting ME EE fs ls pe acces
Tense Ie ERE Te § Rein
sold he ES ls pr 8 Warm
[Boring IB BR ls pe fvereting
ostile BB BB ds PE Supponne
Guarded WII
Insincere EE RE EE Sincere
rene EB ES 6 17 IS amonio
Free a high score would mate you a Highly Preferred Coworker leader. HP
fare retionship-oriented and focus ther energy om building and maintaining healthy and
|produetire relationships in the workplace, They are skilled in conflict management and take
multiple variables into account when maki
Tae]
decisions.
The second part of Fieder's model is determining situational farorabeness, To do this, you
will evaluate tree distinct factors:
A- Leader-Member Relations
This factor involves the amount of trust and confidence that your team members have in you.
I you are trusted and weilliked by your entire team, your inuence will increase and your
workplace will become a more favorable station.
> Task Structure
his factor relates to whether the tasks your team complete are clear and structured or vague
ind unstructured. Unstructured tasks do not have a well-specified plan of action and woul! be
[considered unfavorable
Ic. Leader's Position Power
This isthe amount of power a leader has over their team and involves whether or no they have
the authority o give ou rewards or punishment, Typically, the more power you have, the more
favorable your situation.
6 Applving the model
[according to Fiedler, more favorable situations require LPC leaders, while ess favorable ones
require HPC leader. If situation includes a good leaderteam relationship and well-structured)
tasks, leaders who are task-oriented will ikely be more productive, Whereas if situation
involves a distan ladertcam relationship and unstructured tasks, a relationship-orinted lade
ville more effective, While this theory i widely taught and studied, some believe this model
oes not allow enough Mlexbilty because it doesnot believe that leaders are capable of changing
lini archi sys
tuntio shi
rary tothe Fiedler model, the stato
leaders i 1o adap thee leadership styles oft their team members and thei individual abilities.
al leadership model suggests thatthe best
His model believes that leaders should fist consider the variables that affect their workplace
and thon decido the best acti for how to proceed,
situational leadership also calle the
maturity level of a team’s members. High mat
Hersey Blanchard model” is primarily concerned with the
ty team members are experienced and able to
Imake decision independently, Moderate maturity employees are capable, but lack confidence, or
have confidence but
© not willing 10 complete the tasks they are assigned. Low maturity
femployces are enthusiastic and willing but do not have the skills or experience to complete
hast.
This factor involves the amount of trust and confidence that your team members have in you.
I you are trusted and weilliked by your entire team, your inuence will increase and your
workplace will become a more favorable station.
> Task Structure
his factor relates to whether the tasks your team complete are clear and structured or vague
ind unstructured. Unstructured tasks do not have a well-specified plan of action and woul! be
[considered unfavorable
Ic. Leader's Position Power
This isthe amount of power a leader has over their team and involves whether or no they have
the authority o give ou rewards or punishment, Typically, the more power you have, the more
favorable your situation.
6 Applving the model
[according to Fiedler, more favorable situations require LPC leaders, while ess favorable ones
require HPC leader. If situation includes a good leaderteam relationship and well-structured)
tasks, leaders who are task-oriented will ikely be more productive, Whereas if situation
involves a distan ladertcam relationship and unstructured tasks, a relationship-orinted lade
ville more effective, While this theory i widely taught and studied, some believe this model
oes not allow enough Mlexbilty because it doesnot believe that leaders are capable of changing
lini archi sys
tuntio shi
rary tothe Fiedler model, the stato
leaders i 1o adap thee leadership styles oft their team members and thei individual abilities.
al leadership model suggests thatthe best
His model believes that leaders should fist consider the variables that affect their workplace
and thon decido the best acti for how to proceed,
situational leadership also calle the
maturity level of a team’s members. High mat
Hersey Blanchard model” is primarily concerned with the
ty team members are experienced and able to
Imake decision independently, Moderate maturity employees are capable, but lack confidence, or
have confidence but
© not willing 10 complete the tasks they are assigned. Low maturity
femployces are enthusiastic and willing but do not have the skills or experience to complete
hast.
The ana Ieadership model ¡demi four leadership ales, each of which suns diffe
levels of employee maturity. These styles include:
Delegaing style
|
mis sae allows ater team members o be responsible
or certain tasks or to lead subgroups.
is style best suits a team of high maturity employees because it requires team members o be
foots confident and eapable
[Participating ty
|
mis style focuses on sharing ideas and decisions. Leaders who us the patcipatis
apply ito moderately mature team members who are capable bat lack o
y style mighy
fidence and noe on
|sening ste
|
This term refers 19 a style that invokes the leader stemplng to sell his ideas o the group by
Jpersusively giving tsk instrctios. This also suits moderate team members, but unlike the
[previos sl, is best used with employees who are confident hut uml o complet aks
|
ling site
[bis style is used by leaders who frequentiy give explicit disetions and who supervise all tasks
closely. This style best suits low maturity followers who are willing bot unable to at
[independent
ath-Goa m
The Path-Goal model is primarily concerned with identifying processes (paths) that will allow
leach team member to meet their individual objectives (goals). Leaders who implement this
|madel adjust their behaviors and expectations to positively affect their team’s productivity. Ths
goal requires te leader o be extremely flexible in their eadership style, They will have o find a
vay o moot each team member's specific needs 10 assis them in reaching thee daily or weekly
Jooas.
Leadership stv
[te Path-Goal model focuses on improving employee motivation, autonomy and satisfaction to
increase their productivity within an organization. To accomplish this, the model ideniis four
[diferen eadcrship styles. These include:
levels of employee maturity. These styles include:
Delegaing style
|
mis sae allows ater team members o be responsible
or certain tasks or to lead subgroups.
is style best suits a team of high maturity employees because it requires team members o be
foots confident and eapable
[Participating ty
|
mis style focuses on sharing ideas and decisions. Leaders who us the patcipatis
apply ito moderately mature team members who are capable bat lack o
y style mighy
fidence and noe on
|sening ste
|
This term refers 19 a style that invokes the leader stemplng to sell his ideas o the group by
Jpersusively giving tsk instrctios. This also suits moderate team members, but unlike the
[previos sl, is best used with employees who are confident hut uml o complet aks
|
ling site
[bis style is used by leaders who frequentiy give explicit disetions and who supervise all tasks
closely. This style best suits low maturity followers who are willing bot unable to at
[independent
ath-Goa m
The Path-Goal model is primarily concerned with identifying processes (paths) that will allow
leach team member to meet their individual objectives (goals). Leaders who implement this
|madel adjust their behaviors and expectations to positively affect their team’s productivity. Ths
goal requires te leader o be extremely flexible in their eadership style, They will have o find a
vay o moot each team member's specific needs 10 assis them in reaching thee daily or weekly
Jooas.
Leadership stv
[te Path-Goal model focuses on improving employee motivation, autonomy and satisfaction to
increase their productivity within an organization. To accomplish this, the model ideniis four
[diferen eadcrship styles. These include:
1. The Directivo Clarifying Leader
fini sty is used in situations where the leader tells employees what is expected of them and
struts them on how to perform certain asks, The theory states that this style is the most]
ti
when the employees role and task ae unstructured or ambiguous.
(2. the Achievement-Oriented Leader
| ris behavior occurs in situations where the leader ets oly goals fr employees, expets them
llo perform at high level and shows complete confidence in their capabilities. This style is
[productivo in environments that atract high-achievers, such as hospital, scientific laboratoris|
land law Bers.
(3. The Participative Leader
Leaders who use this syle consul with their employees and ask for thei input before making
(decisions, This behavior would be wellreceived in a workplace where the employees are
sd results oftheir Work,
|
|a. The Supportive Leader
|
This style focuses on the satisfaction of employees’ needs and considers their personal
cir employees” mental health and wel
Jpcefeences. A supportive leader is as concerned with
[ing as they are with their productivity. This style i suitable for work environments that can be
{stressful or mentally challenging.
Decision-Making model
latso called “the Vroom-Yetton contingency model” this particular theory believes decision}
onship between the leader and]
{making sa crucial clement of leadership and determino the el
|ieir team members. Building and maintaining this relationship directly affects the leaders
|
Leadership styles
This theory distinguishes five types of leadership syle. These include
La
|
Leaders with this style believe that whatever information they have is eno
era (AD)
to make the
decision and they require no additional input from tei ea
fini sty is used in situations where the leader tells employees what is expected of them and
struts them on how to perform certain asks, The theory states that this style is the most]
ti
when the employees role and task ae unstructured or ambiguous.
(2. the Achievement-Oriented Leader
| ris behavior occurs in situations where the leader ets oly goals fr employees, expets them
llo perform at high level and shows complete confidence in their capabilities. This style is
[productivo in environments that atract high-achievers, such as hospital, scientific laboratoris|
land law Bers.
(3. The Participative Leader
Leaders who use this syle consul with their employees and ask for thei input before making
(decisions, This behavior would be wellreceived in a workplace where the employees are
sd results oftheir Work,
|
|a. The Supportive Leader
|
This style focuses on the satisfaction of employees’ needs and considers their personal
cir employees” mental health and wel
Jpcefeences. A supportive leader is as concerned with
[ing as they are with their productivity. This style i suitable for work environments that can be
{stressful or mentally challenging.
Decision-Making model
latso called “the Vroom-Yetton contingency model” this particular theory believes decision}
onship between the leader and]
{making sa crucial clement of leadership and determino the el
|ieir team members. Building and maintaining this relationship directly affects the leaders
|
Leadership styles
This theory distinguishes five types of leadership syle. These include
La
|
Leaders with this style believe that whatever information they have is eno
era (AD)
to make the
decision and they require no additional input from tei ea
FE Autocratie Ad)
This style isnot as extreme as Al. This type of leader consult with their team as a group to
3. Consultative (CD
Iris leader consuls with their team members individually to consider everyone's unique
lopinions They wil tke sup
tions seriously but will make the final decision alone
14. Consultative (C2)
This type of leader consuls at a wider I
ith, They wil g
L They might organize a team-wide meeting to
suggestions but will eventually make a decision
\iscus a situation at le
themselves.
5. Collaborative (G2)
This syle focuses om reaching a consensus. These leaders organize a mectng to discuss th
situation and then
lat the discussion and sk every cam menden
for input. The decision s
then made together based ona vote.
Unit 3
1. Democratic Leadership
Ad
words they get ev
nocratic leader makes decisions based om thei t
simpler
ne involved in he decision-making process
+ New projec hat requires constant balnstorming
+ Solve complex business problems
4+ Tight skit or small organisations He
coups, ee
Here are some features of this leadership style
+ Transparent conversations
+ Everyone's opinion counts
+ Values collaboration and teamwork
This style isnot as extreme as Al. This type of leader consult with their team as a group to
3. Consultative (CD
Iris leader consuls with their team members individually to consider everyone's unique
lopinions They wil tke sup
tions seriously but will make the final decision alone
14. Consultative (C2)
This type of leader consuls at a wider I
ith, They wil g
L They might organize a team-wide meeting to
suggestions but will eventually make a decision
\iscus a situation at le
themselves.
5. Collaborative (G2)
This syle focuses om reaching a consensus. These leaders organize a mectng to discuss th
situation and then
lat the discussion and sk every cam menden
for input. The decision s
then made together based ona vote.
Unit 3
1. Democratic Leadership
Ad
words they get ev
nocratic leader makes decisions based om thei t
simpler
ne involved in he decision-making process
+ New projec hat requires constant balnstorming
+ Solve complex business problems
4+ Tight skit or small organisations He
coups, ee
Here are some features of this leadership style
+ Transparent conversations
+ Everyone's opinion counts
+ Values collaboration and teamwork
2 Autocraic Leadership
"his is precisely the opposite of democratic leadership. The opinions of team members are not
considered while making any business decision. Instead, leaders expect others
adbere to thee
decisions, which snot sustainable in the log run
3. Laise-fire Leadership
Laissez-fire means “et them do”
decision: making
‘This leadership syle empowers team members and hols them accountable for ther work. Tis
motivates many team members to put thei best fot forward, improving the organisation's
This leadership style is the least intrusive and ensures that the
authority les the am members,
ficiency and productivity
4. Strategic Leadership
Strategic
adersip is when leaders us their skills and capabilities to hol team members and
on achieve ther long-term goals Strategic leader tive to get the best out of people or
Here are some unique traits of stategi leaders
"hey are imerested inthe wellbeing of others
They are open-minded
“They are self-aware
They are good at interpersonal communication
5 Transformational Leadership
Transformational leaders inspire others to achieve the unexpected
improve team members” and organisations” functions and copabiltios by motivating and
encourgine them,
They aim to transform and
6. Transaction
Leadership
This type of Kedership i task-oriented, which means team members who meet the leaders
expectatio
‘based onthe acton-and-rewan
will be rewarded, and others will be punished. It ás a prevalent leadership style
d concep
7. Coch Style Leadership
"his is precisely the opposite of democratic leadership. The opinions of team members are not
considered while making any business decision. Instead, leaders expect others
adbere to thee
decisions, which snot sustainable in the log run
3. Laise-fire Leadership
Laissez-fire means “et them do”
decision: making
‘This leadership syle empowers team members and hols them accountable for ther work. Tis
motivates many team members to put thei best fot forward, improving the organisation's
This leadership style is the least intrusive and ensures that the
authority les the am members,
ficiency and productivity
4. Strategic Leadership
Strategic
adersip is when leaders us their skills and capabilities to hol team members and
on achieve ther long-term goals Strategic leader tive to get the best out of people or
Here are some unique traits of stategi leaders
"hey are imerested inthe wellbeing of others
They are open-minded
“They are self-aware
They are good at interpersonal communication
5 Transformational Leadership
Transformational leaders inspire others to achieve the unexpected
improve team members” and organisations” functions and copabiltios by motivating and
encourgine them,
They aim to transform and
6. Transaction
Leadership
This type of Kedership i task-oriented, which means team members who meet the leaders
expectatio
‘based onthe acton-and-rewan
will be rewarded, and others will be punished. It ás a prevalent leadership style
d concep
7. Coch Style Leadership
This leadership syle focuses on identifying and nurturing a team member's strengths and
weaknesses. A coaching leader develops strategies that emphasise team members” sucess.
stgic and democratic leadership styles, the focus here is more on the
Though this is similar o
individual
8 Bureaucratic Leaders
This kind of leadership style sticks tothe rules, For example, they might listen to ther team
member" opinions while deciding
Leadership Styles
‘Traditional Leadership Stvles
Leadership style is a leaders approach to providing direction, implementing plans, and
motivating people. In 1939, psychologist Kurt Lewin and a team of researchers determined that
there were three basic le
letship styles: Authoritarian (Autocrai), Patcipaio (Democratic)
tive (Laissez. Fire). They put these three
school children charged with the completion of a craft project to determine responses to the
into action witha group of
Tendership styles
1. Authoritarian (Autocrat) Leadership
A leader who adopts the authoritarian style dictates policy and procedure, and dest the work
(done by the group without looking for any meaningful input ftom them. The group led by an
authoritarian would be expected o complete their tasks under cose supervision.
Researchers found there was less creativity under an authoritarian leadership syle, but the
children were stil productive
2. Participative (Democratic) Leadership
Group members feel engaged in the decision making process when they have a participative
leader. Those les
ers practicing the participative
for thee input in decision making but retain final say. Part
like they're part of team which creates commitment within the group.
cadeship syle offer guidance tothe group, as
ative leaders make thei group feel
Levin res
hers found thatthe participative style of leadership yelled the most desirable
resus with the scho
ildren and their eat project. They weren't quite as productive as the
children inthe authoritarian group. bu their work was a higher quality
weaknesses. A coaching leader develops strategies that emphasise team members” sucess.
stgic and democratic leadership styles, the focus here is more on the
Though this is similar o
individual
8 Bureaucratic Leaders
This kind of leadership style sticks tothe rules, For example, they might listen to ther team
member" opinions while deciding
Leadership Styles
‘Traditional Leadership Stvles
Leadership style is a leaders approach to providing direction, implementing plans, and
motivating people. In 1939, psychologist Kurt Lewin and a team of researchers determined that
there were three basic le
letship styles: Authoritarian (Autocrai), Patcipaio (Democratic)
tive (Laissez. Fire). They put these three
school children charged with the completion of a craft project to determine responses to the
into action witha group of
Tendership styles
1. Authoritarian (Autocrat) Leadership
A leader who adopts the authoritarian style dictates policy and procedure, and dest the work
(done by the group without looking for any meaningful input ftom them. The group led by an
authoritarian would be expected o complete their tasks under cose supervision.
Researchers found there was less creativity under an authoritarian leadership syle, but the
children were stil productive
2. Participative (Democratic) Leadership
Group members feel engaged in the decision making process when they have a participative
leader. Those les
ers practicing the participative
for thee input in decision making but retain final say. Part
like they're part of team which creates commitment within the group.
cadeship syle offer guidance tothe group, as
ative leaders make thei group feel
Levin res
hers found thatthe participative style of leadership yelled the most desirable
resus with the scho
ildren and their eat project. They weren't quite as productive as the
children inthe authoritarian group. bu their work was a higher quality
There are drawbacks to the participative style Moles within the group are unclear, participative
leadership can lead to communication failures, I the group is mot skilled inthe area in which
they're making decisions, poor decisions could be the resul
3, Delegative (Laissez Fa
Leadership
Leaders practicing the delegatve leadership style are very hands-off. They offer litle or no
guidance to thee group and leave decision making up 10 the group. A delegative Iader will
provide the necessary tools and resources to complete a project and will ake responsibility for
the group's decisions and actions, but power is baskally handed over to the group.
Lewin and his team found thatthe group of children trying to complete the craft projet under
the delete leader were th
‘were unable to work independently and showed litle cooperation
least productive. They also made more demands of ther leader,
“Transactional Leadersh
Transactional les
lip i à set of activites that involve an exchange between followers and
leader ad eal with daily tasks (Bass, 1990), Transactional Leadership deals with those day-to
day tasks that get the job done. The majority of models we talked about inthe last section
Ficdlers Contingency Theory, Path-Goal among them-—are based on the concept of this
exchange between leaders and followers. The leader provides followers with direction,
resources and rewards in exchange for productivity and task accomplishment,
Charismatie Leadership
Charismatic leaders don’t doubt their own decisions, they move forward unwaveringly and
believe that the decisions they make are the correct ones. They move though a crowd of their
followers shaking hands and lending an encouraging
word. They are undeniably clear on their expectations and where they see the company going
They have mastered the a of developing images for themselves that ethers want to emulate,
Charismatic leaders have four common personality tas (Conger, Kanungo, 1998)
+ High degre of confidence and lack of internal conflict
+ Mighenergy and enusiasm
+ Good communication skis
+ Good image and role model
leadership can lead to communication failures, I the group is mot skilled inthe area in which
they're making decisions, poor decisions could be the resul
3, Delegative (Laissez Fa
Leadership
Leaders practicing the delegatve leadership style are very hands-off. They offer litle or no
guidance to thee group and leave decision making up 10 the group. A delegative Iader will
provide the necessary tools and resources to complete a project and will ake responsibility for
the group's decisions and actions, but power is baskally handed over to the group.
Lewin and his team found thatthe group of children trying to complete the craft projet under
the delete leader were th
‘were unable to work independently and showed litle cooperation
least productive. They also made more demands of ther leader,
“Transactional Leadersh
Transactional les
lip i à set of activites that involve an exchange between followers and
leader ad eal with daily tasks (Bass, 1990), Transactional Leadership deals with those day-to
day tasks that get the job done. The majority of models we talked about inthe last section
Ficdlers Contingency Theory, Path-Goal among them-—are based on the concept of this
exchange between leaders and followers. The leader provides followers with direction,
resources and rewards in exchange for productivity and task accomplishment,
Charismatie Leadership
Charismatic leaders don’t doubt their own decisions, they move forward unwaveringly and
believe that the decisions they make are the correct ones. They move though a crowd of their
followers shaking hands and lending an encouraging
word. They are undeniably clear on their expectations and where they see the company going
They have mastered the a of developing images for themselves that ethers want to emulate,
Charismatic leaders have four common personality tas (Conger, Kanungo, 1998)
+ High degre of confidence and lack of internal conflict
+ Mighenergy and enusiasm
+ Good communication skis
+ Good image and role model
a NE) donnant Pa Delp
national Leadership
Transformations leadership takes a chapter out of the book of charismatic leadership. (Bass,
1990) Followers admire and are inspired to act. But the transformational leadership concept
takes that one step futher and expects intellectual stimulation from a leader, as well as
individual consideration, in which a leader singles out followers and provides ther with
additional motivation,
‘Transformational leaders motivate and teach with a shared vision of the future. They
hey inspire their group because they expect the bes from everyone and hold
themselves accountable as wel, Transformational leaders usually exhibit the following traits
+ Authenticity
+ Empathy
Measuring a lade
ability o inspire and enable is a challenge, so researchers rely on anecdotes
10 supply data. This makes scientific study difficut. And even though this thory emphasize
leadership behavior, i's dificult to determine how a leader can ea to be charismatic and
transformational,
Servant Leadership
If you've read up on the Southwest Aiines organization, then you already understand the
‘concept of servant ladership ~ they profes to practico it dal. A “servant leader” is someone,
regardless of thoi Le
(Greenleaf, 1970)
À on the corporate hierarchy, who leds by meeting the need ofthe team,
ing Issues in Leader
hers have also recently identified a number of new and importan issues. Some
eadersip re
these contemporary issues in ladership aro
Do mates and females lead differently?
Research shows that women prefer more people oriented and participative style. They are more
‘cooperative in their leadership style, Women leaders are more preferable when situation
demands more team work and participation. Other sides, M
nare more likely to use a directive
command a their influence
à contol style. They rely on formal authority oftheir position
buse, Women are more successal in ne
national Leadership
Transformations leadership takes a chapter out of the book of charismatic leadership. (Bass,
1990) Followers admire and are inspired to act. But the transformational leadership concept
takes that one step futher and expects intellectual stimulation from a leader, as well as
individual consideration, in which a leader singles out followers and provides ther with
additional motivation,
‘Transformational leaders motivate and teach with a shared vision of the future. They
hey inspire their group because they expect the bes from everyone and hold
themselves accountable as wel, Transformational leaders usually exhibit the following traits
+ Authenticity
+ Empathy
Measuring a lade
ability o inspire and enable is a challenge, so researchers rely on anecdotes
10 supply data. This makes scientific study difficut. And even though this thory emphasize
leadership behavior, i's dificult to determine how a leader can ea to be charismatic and
transformational,
Servant Leadership
If you've read up on the Southwest Aiines organization, then you already understand the
‘concept of servant ladership ~ they profes to practico it dal. A “servant leader” is someone,
regardless of thoi Le
(Greenleaf, 1970)
À on the corporate hierarchy, who leds by meeting the need ofthe team,
ing Issues in Leader
hers have also recently identified a number of new and importan issues. Some
eadersip re
these contemporary issues in ladership aro
Do mates and females lead differently?
Research shows that women prefer more people oriented and participative style. They are more
‘cooperative in their leadership style, Women leaders are more preferable when situation
demands more team work and participation. Other sides, M
nare more likely to use a directive
command a their influence
à contol style. They rely on formal authority oftheir position
buse, Women are more successal in ne
2. Providing team leadership
The issue is that most of the today's leaders are group leaders, They are no trained to handle
the change 0 teams. Tine demands team work but most of our
groups. Teams à
ers are trained to manag
active, conflicting and need open communication than groups. The
hulle
leaders,
I of mast organizations is how to train group leaders to convert them into team
3. Leading through empowerment
The success of team leadership depends upon the team empowerment, For teams 10 be
effective, managers must empower their members to make decisions. Empowerment means
iving employees the authority skills and freedom to perform their tasks. Empowerment and
share leadership isnot fre from conditions. How much to share and control? There is no easy
4.Followership
Leadership is a mutual influence process. Not only leaders influence followers, followers also
influence leaders” behavior and success. A
females, older and younger people, and those with similar as opposed 10 diferen personal
bckgrounds from his or her on
ader may behave differently towards males and
Nations culture as an added contingency variable
Leader are not fre 10 choose their style as per their desire-t is also contingent upon national
culture. Subordinaes from different cultures value things differently fom each other and tha
leaders need to take these differences into account as they behav,
6 Is there biological basis for leadership?
The rescarchers have found that effective leaders possess a unique biochemical mixture of
hormones and brain chemistry that helps them build social alliances and cope with sess. But
{his concept isnot free from crticsm. The controversy is: wheter leader” position gives rise to
biochemical mixture of vice-versa.
71s there moral
ension to leadership?
Unethical es
toward seléserving ends. Leadership is not value free. Hefore we judge any leader to be
fective, we should consider both the means used by the leader to achieve bis or her goals and
{he moral coment of those goal.
are more likely to use thee charisma 1 enhance power over followers, directed
The issue is that most of the today's leaders are group leaders, They are no trained to handle
the change 0 teams. Tine demands team work but most of our
groups. Teams à
ers are trained to manag
active, conflicting and need open communication than groups. The
hulle
leaders,
I of mast organizations is how to train group leaders to convert them into team
3. Leading through empowerment
The success of team leadership depends upon the team empowerment, For teams 10 be
effective, managers must empower their members to make decisions. Empowerment means
iving employees the authority skills and freedom to perform their tasks. Empowerment and
share leadership isnot fre from conditions. How much to share and control? There is no easy
4.Followership
Leadership is a mutual influence process. Not only leaders influence followers, followers also
influence leaders” behavior and success. A
females, older and younger people, and those with similar as opposed 10 diferen personal
bckgrounds from his or her on
ader may behave differently towards males and
Nations culture as an added contingency variable
Leader are not fre 10 choose their style as per their desire-t is also contingent upon national
culture. Subordinaes from different cultures value things differently fom each other and tha
leaders need to take these differences into account as they behav,
6 Is there biological basis for leadership?
The rescarchers have found that effective leaders possess a unique biochemical mixture of
hormones and brain chemistry that helps them build social alliances and cope with sess. But
{his concept isnot free from crticsm. The controversy is: wheter leader” position gives rise to
biochemical mixture of vice-versa.
71s there moral
ension to leadership?
Unethical es
toward seléserving ends. Leadership is not value free. Hefore we judge any leader to be
fective, we should consider both the means used by the leader to achieve bis or her goals and
{he moral coment of those goal.
are more likely to use thee charisma 1 enhance power over followers, directed
‘Go Cai Gare i men 1) sde and Pr Derlopmen
ional intelligence in leadershi
The technical skills that helped secure your fist
aspire to be ina leadership roo, d
helps you successfully
omotion might not guarantee your nest. I you
an emotional element you need to consider. It's what
ach teams, manage stress, deliver feedback, and collaborate with others.
1's called emotional intelligence, and accounts for nearly 90 pes
etformers pat rom pers with similar technical sad knowledge
tse high
Emocional intelligence is defined as he ability to understand and manage your own emotions
as well as recognize and influence the emotions of thse around you. The tem was fist coined
in 1990 by rescarchers John Mayer and Peter Salovey, but was lator po
psychologist Daniel Goleman
More than a decade ago, Goleman highlighted the importance of emotional intelligence in
leadership, tling the Harvard Business Review, “The most fective Kaders ar ll alike in one
crucial way: They all have a high degree of what has come o be known as emotional
intelligence. Ws not tat IQ and technical skis are ireovant. They do mater but. they are the
entry-level requirements for executive positions.”
Four com emotional intel
Emotional intelligence i ypcally broken down into four core competencies:
Seltawaes
Self-management
3. Social awareness
4. Relationship management
In order to improve your emotional intelligence, i important o understand what each element
cis, Here is a loser lok a the four categories
1. Sel-Aveareness
Selsawareness is athe core of everyting. I describes your ability to not only understand your
steengts and weaknesses, but to recognize your emorions and the effec they have on you and
your tears performance,
organizational psychologist Tas 95 percent of people think
ware, but only 1010 15 percent actually are, and that can pose problems for your
ional intelligence in leadershi
The technical skills that helped secure your fist
aspire to be ina leadership roo, d
helps you successfully
omotion might not guarantee your nest. I you
an emotional element you need to consider. It's what
ach teams, manage stress, deliver feedback, and collaborate with others.
1's called emotional intelligence, and accounts for nearly 90 pes
etformers pat rom pers with similar technical sad knowledge
tse high
Emocional intelligence is defined as he ability to understand and manage your own emotions
as well as recognize and influence the emotions of thse around you. The tem was fist coined
in 1990 by rescarchers John Mayer and Peter Salovey, but was lator po
psychologist Daniel Goleman
More than a decade ago, Goleman highlighted the importance of emotional intelligence in
leadership, tling the Harvard Business Review, “The most fective Kaders ar ll alike in one
crucial way: They all have a high degree of what has come o be known as emotional
intelligence. Ws not tat IQ and technical skis are ireovant. They do mater but. they are the
entry-level requirements for executive positions.”
Four com emotional intel
Emotional intelligence i ypcally broken down into four core competencies:
Seltawaes
Self-management
3. Social awareness
4. Relationship management
In order to improve your emotional intelligence, i important o understand what each element
cis, Here is a loser lok a the four categories
1. Sel-Aveareness
Selsawareness is athe core of everyting. I describes your ability to not only understand your
steengts and weaknesses, but to recognize your emorions and the effec they have on you and
your tears performance,
organizational psychologist Tas 95 percent of people think
ware, but only 1010 15 percent actually are, and that can pose problems for your
employees. Working with colleagues who are’ self-aware can cu Ig success in haf and
vs research, lead to increased stress and decreased motivation,
according to Eu
Im order to bring out the bes in others, you firs need to bring ou the best in yourself, which is
where se
wareness comes imo play. One easy way to assess your selksawareness is by
completing 360-degres feedback, in which you evaluate your performance and then math i up
against the opinions of your boss, peers, and direct reports. Through this process, you'll gain
insights into your own behavior and discover how you're perceived inthe organization,
2. Self Management
Self-management refers to the ability 10 manage your emotions, particularly in stressful
Situations, and maintain a positive outlook despite setback. Leaders who lack sel management
tendo reset and have a harder time keeping their impulses in check
A reaction tends to be automatic. The more in tune you are with your emotional inelligenee,
however the easier you can make the transition from reaction 10 response. Its important
remember to pause, breathe, collet yourself, and do whatever it takes to man
emotions whether that means taking a walk or cal
ing a friend s0 that you can more
appropriately and intentionally respond to stress and adversity
Social Awareness
While is important 1 understand and manage your own emotions, you ako weed o know how
to read a room. Social awareness describes your ability to recognize others’ emotions and the
dynamics in play within your organization
Leaders who excel in social awareness practice empathy. They strive to understand thee
colleagues’ felings and perspectives, which enables them to communicate and collaborate more
effectively with hei pers,
4. Relationship Management
Relationship management refers 10 your ability 10 influence, coach, and mentor others, and
resolve conflict effectively
Some prefer 10 avoid confie, but i's important to properly address issues as they are.
Research shows that every unaddressed conflit can waste about eight haus of company time in
gossip and other unproductive activities, puting a drain on resources and morale
vs research, lead to increased stress and decreased motivation,
according to Eu
Im order to bring out the bes in others, you firs need to bring ou the best in yourself, which is
where se
wareness comes imo play. One easy way to assess your selksawareness is by
completing 360-degres feedback, in which you evaluate your performance and then math i up
against the opinions of your boss, peers, and direct reports. Through this process, you'll gain
insights into your own behavior and discover how you're perceived inthe organization,
2. Self Management
Self-management refers to the ability 10 manage your emotions, particularly in stressful
Situations, and maintain a positive outlook despite setback. Leaders who lack sel management
tendo reset and have a harder time keeping their impulses in check
A reaction tends to be automatic. The more in tune you are with your emotional inelligenee,
however the easier you can make the transition from reaction 10 response. Its important
remember to pause, breathe, collet yourself, and do whatever it takes to man
emotions whether that means taking a walk or cal
ing a friend s0 that you can more
appropriately and intentionally respond to stress and adversity
Social Awareness
While is important 1 understand and manage your own emotions, you ako weed o know how
to read a room. Social awareness describes your ability to recognize others’ emotions and the
dynamics in play within your organization
Leaders who excel in social awareness practice empathy. They strive to understand thee
colleagues’ felings and perspectives, which enables them to communicate and collaborate more
effectively with hei pers,
4. Relationship Management
Relationship management refers 10 your ability 10 influence, coach, and mentor others, and
resolve conflict effectively
Some prefer 10 avoid confie, but i's important to properly address issues as they are.
Research shows that every unaddressed conflit can waste about eight haus of company time in
gossip and other unproductive activities, puting a drain on resources and morale
IF you want to keep your team happy, you mood to have those 1
survey by the Society for Human Resou
“respect
percent of employees ranked
in job satisfaction.
1 Ing recent
e Management
stop o
eatnent ofall employees at al level
Tr
“rust seems to be the key trait linked with leadership, A leader cannot lead if his followers do
not tus him. A leader discovers the employees followers problems and tries to solve them, but
it ds the tras that his followers bold on him which tells whether the leaders retrieve the
knowledge and intllectality required to solve the problems. Trust can be defined as an
optimistic belief that others will not perform (via words, acts, or final conclusions) in an
opportunistic manner
For trust to nurture, an appropriate atmosphere is needed, This responsibility rests with the leader
ion, The employees will show absolute tras inthe leaders when they observe
‘Mealexcellent character in
Leaders play a crucial role in developing and maintaining trust of organization
employees,
Reliability, empathy and realization of individual’ personal goals asit the leaders o gain rst of
the employees/ollowers. When the employees show trust in a leader, they are ready to be
exposed to the actions of the leader- selfassured that ther interests and. rights will not be
harmed
The primary facets of trust ae
+ ProficiencyiCompetency
+ TeuthHonesty
+ Commitment
+ Reliability
+ Sincerity Openness
A leaders
allow
be hones,
Al keep his followers informed, be fair and objective, share his eli
ct their decisions, maintain their promises, and earn respect
ofthe followers. All this will contribute in building nut upon the leaders.
A trust-sered leadership wil effet worries, apprehensions, and lowmorale by developing a
trustworthy environment where employees fee secure, confident and Keyed up. The employees
will be ready to take native, give suggestions, share thei views, fel unbestat to take risk
and will contribute completely in such an atmosphere of ts
survey by the Society for Human Resou
“respect
percent of employees ranked
in job satisfaction.
1 Ing recent
e Management
stop o
eatnent ofall employees at al level
Tr
“rust seems to be the key trait linked with leadership, A leader cannot lead if his followers do
not tus him. A leader discovers the employees followers problems and tries to solve them, but
it ds the tras that his followers bold on him which tells whether the leaders retrieve the
knowledge and intllectality required to solve the problems. Trust can be defined as an
optimistic belief that others will not perform (via words, acts, or final conclusions) in an
opportunistic manner
For trust to nurture, an appropriate atmosphere is needed, This responsibility rests with the leader
ion, The employees will show absolute tras inthe leaders when they observe
‘Mealexcellent character in
Leaders play a crucial role in developing and maintaining trust of organization
employees,
Reliability, empathy and realization of individual’ personal goals asit the leaders o gain rst of
the employees/ollowers. When the employees show trust in a leader, they are ready to be
exposed to the actions of the leader- selfassured that ther interests and. rights will not be
harmed
The primary facets of trust ae
+ ProficiencyiCompetency
+ TeuthHonesty
+ Commitment
+ Reliability
+ Sincerity Openness
A leaders
allow
be hones,
Al keep his followers informed, be fair and objective, share his eli
ct their decisions, maintain their promises, and earn respect
ofthe followers. All this will contribute in building nut upon the leaders.
A trust-sered leadership wil effet worries, apprehensions, and lowmorale by developing a
trustworthy environment where employees fee secure, confident and Keyed up. The employees
will be ready to take native, give suggestions, share thei views, fel unbestat to take risk
and will contribute completely in such an atmosphere of ts
Due 10 instability amd unpredictability of or
managers as leaders and ther employees is ese
tions today, building of trust between
rally required
+ Tie researchers found tha, across all ofthe research, there wax mo significant difference
benveen the genders in terms of leadership effectiveness on any measure.
‘Whilst the research is large in agreement that there sno significan difference between genders
in tie use and capability with leadership bebavious, studies have found tha, particularly in
+ female leaders
1 significantly more likely to we a democratic style of leadership
+ male leaders are significantly more likely to use more autcratic leadership styles
= The research on whether here are gender differences in terms of leadership knowledge and sill
Is an area of considerable research contention and ambiguity with no clear ndings across the
researc,
+ In tems of leadership e
men. Part 0
be
though in reality here is no diffrence in he gender leadership effctvencss
There
ergence, women are significantly less likely to emerge as leaders
this reason appears to he a form of unconscious bias or sexism,
compared
‘whereby men tend
ted more highly in terms of leadership capabily than women, even
re two primary reasons why women are significantly les likely to emerge a a leader,
particularly in terms of putting themselves forward for leadership postions:
1. Risk tolerance. There à good evidence to show that female Kader tend to be more cautious
Alo
‘often more negative views of how others perceive their
than their male counterpari in displaying leadership behaviours and decision maki
female leaders bo less ac
leadership bohaviours compared o thet male counterparts
egative consequences. It has been found that female leaders ted to worry about
tive reactions (backlish) to her decisions
11 leadership behaviours more than men and
tend 10 engage in significaly fewer self-promotion behaviours than men.
However, it has also been found that women tend to be rated more highly than men on social
lcadership and in situations that require high levels of interpersonal kil = here women ted o be
rated as beter leaders
managers as leaders and ther employees is ese
tions today, building of trust between
rally required
+ Tie researchers found tha, across all ofthe research, there wax mo significant difference
benveen the genders in terms of leadership effectiveness on any measure.
‘Whilst the research is large in agreement that there sno significan difference between genders
in tie use and capability with leadership bebavious, studies have found tha, particularly in
+ female leaders
1 significantly more likely to we a democratic style of leadership
+ male leaders are significantly more likely to use more autcratic leadership styles
= The research on whether here are gender differences in terms of leadership knowledge and sill
Is an area of considerable research contention and ambiguity with no clear ndings across the
researc,
+ In tems of leadership e
men. Part 0
be
though in reality here is no diffrence in he gender leadership effctvencss
There
ergence, women are significantly less likely to emerge as leaders
this reason appears to he a form of unconscious bias or sexism,
compared
‘whereby men tend
ted more highly in terms of leadership capabily than women, even
re two primary reasons why women are significantly les likely to emerge a a leader,
particularly in terms of putting themselves forward for leadership postions:
1. Risk tolerance. There à good evidence to show that female Kader tend to be more cautious
Alo
‘often more negative views of how others perceive their
than their male counterpari in displaying leadership behaviours and decision maki
female leaders bo less ac
leadership bohaviours compared o thet male counterparts
egative consequences. It has been found that female leaders ted to worry about
tive reactions (backlish) to her decisions
11 leadership behaviours more than men and
tend 10 engage in significaly fewer self-promotion behaviours than men.
However, it has also been found that women tend to be rated more highly than men on social
lcadership and in situations that require high levels of interpersonal kil = here women ted o be
rated as beter leaders
‘The word personality derived from a Greek word “persons” which means “to speak
“rough”. Perso nalty is the combination of characteristics or qualities that forms a
person's unique identit
I igniis the role which a person plays in public. Every individual has a unique, personal and
jor determinant of his behavior that defines hier personality
Personality efes tothe relatively stale pattem of behaviours and consistent interna states that
explain a persons behaviour tendencies.” — RT Hogan.
"Personals isthe sum total of ways in which an individual reacts and interacts with others.” —
Stephen P. Robbins
Fred Luthans defines the term personality as, “how people affect others and how they
understand and view themselves, as well as thee pattern of inner and outer measrable traits and
the person-situation inter
Personality Characteriti
Managers should learn as much as possible about personality in order to understand their
employees. Hundred of personality characteristics have been identified
1. Locus of Control
“rough”. Perso nalty is the combination of characteristics or qualities that forms a
person's unique identit
I igniis the role which a person plays in public. Every individual has a unique, personal and
jor determinant of his behavior that defines hier personality
Personality efes tothe relatively stale pattem of behaviours and consistent interna states that
explain a persons behaviour tendencies.” — RT Hogan.
"Personals isthe sum total of ways in which an individual reacts and interacts with others.” —
Stephen P. Robbins
Fred Luthans defines the term personality as, “how people affect others and how they
understand and view themselves, as well as thee pattern of inner and outer measrable traits and
the person-situation inter
Personality Characteriti
Managers should learn as much as possible about personality in order to understand their
employees. Hundred of personality characteristics have been identified
1. Locus of Control
Locus of Control
The degree to which individuals perceive control over a situation
‘being internal or extemal is
called locus of contol Locus of contol refers to the range of beliefs tht individuals hold
led by o
teams of being cont
(external locus)
ed by self (internal locus) or cont
2. SurEme
Gene
alized self-efficacy refers to a belief about one’s own ability to deal with events and
challenges. High selfeMicacy results in greater confidence in one’s job-related abilities to
funtion effectively on the job. Success in previous situations leads to increased sl
present and future challenges.
3. SellEstccm
An individuals self-worth i refers
10 as self-esteem, Individuals with high sel
esteem have
positive feelings about themselves, Low self-esteem individuals ae strongly affected by what
‘other think of then, and view themselves negatively:
4. Self Monitoring
The extent to which people base ther behavior on eves from other people and situations i sell
Individuals high in selé monitoring pay attention to what behavior is appropriate in certain
situations by watching others and behaving accordingly
The degree to which individuals perceive control over a situation
‘being internal or extemal is
called locus of contol Locus of contol refers to the range of beliefs tht individuals hold
led by o
teams of being cont
(external locus)
ed by self (internal locus) or cont
2. SurEme
Gene
alized self-efficacy refers to a belief about one’s own ability to deal with events and
challenges. High selfeMicacy results in greater confidence in one’s job-related abilities to
funtion effectively on the job. Success in previous situations leads to increased sl
present and future challenges.
3. SellEstccm
An individuals self-worth i refers
10 as self-esteem, Individuals with high sel
esteem have
positive feelings about themselves, Low self-esteem individuals ae strongly affected by what
‘other think of then, and view themselves negatively:
4. Self Monitoring
The extent to which people base ther behavior on eves from other people and situations i sell
Individuals high in selé monitoring pay attention to what behavior is appropriate in certain
situations by watching others and behaving accordingly
Low selfsmonitoring individuals prefer that thee behavior reflects their aítudes, and are not as
flexible in adapting ther behavior to situational cues,
Positive/Negative Affect
Individuals exhibit attitudes about situations in a positive or negative fashion.
An individuals tendeney to sccemunt the positive aspects of situations f referred o as postive
sect, while those accentuting les optimistic views are referred lo as having negative affect
Employees with positive affect are absent from work les often, Negative affect individuals
report higher levels of job sess
6, Risk-Taking
People differ in their willingness to take chances, High-risk:
decisions and used less information in making their choices than low risk-taking managen
aking managers made more rapid
7. Type A and Type B Personality
Type A personality individual is aggressively im
and more in less amd less time, and if required to do so. aginst the opposing efforts of other
onic, struggle to achieve mo
things or other persons
“Type B personalities are rarely harried by the desire to obtain a wildly increasing number of
things or participate in an endless growing series of evens in an ever decreasing amount of time.
Personality format
1. Primary attachment
can mainly be divided into four stages, as given below:
Family roe and identification
3. Emering of a child into social world
4. Adolescent sage
1. Primary Atta
Its à natural phenomenon that child gets attached 1 à persons) taking adequate care ofthe
child. In this stage, the child after a few weeks stats responding with ‘a smile 10 whom itis
tached. It also requires nourishment for proper growth, Normally, it resorts to eying for
satisfaction of needs, During this period, a child is relatively passive and needs uimost care by
those around
flexible in adapting ther behavior to situational cues,
Positive/Negative Affect
Individuals exhibit attitudes about situations in a positive or negative fashion.
An individuals tendeney to sccemunt the positive aspects of situations f referred o as postive
sect, while those accentuting les optimistic views are referred lo as having negative affect
Employees with positive affect are absent from work les often, Negative affect individuals
report higher levels of job sess
6, Risk-Taking
People differ in their willingness to take chances, High-risk:
decisions and used less information in making their choices than low risk-taking managen
aking managers made more rapid
7. Type A and Type B Personality
Type A personality individual is aggressively im
and more in less amd less time, and if required to do so. aginst the opposing efforts of other
onic, struggle to achieve mo
things or other persons
“Type B personalities are rarely harried by the desire to obtain a wildly increasing number of
things or participate in an endless growing series of evens in an ever decreasing amount of time.
Personality format
1. Primary attachment
can mainly be divided into four stages, as given below:
Family roe and identification
3. Emering of a child into social world
4. Adolescent sage
1. Primary Atta
Its à natural phenomenon that child gets attached 1 à persons) taking adequate care ofthe
child. In this stage, the child after a few weeks stats responding with ‘a smile 10 whom itis
tached. It also requires nourishment for proper growth, Normally, it resorts to eying for
satisfaction of needs, During this period, a child is relatively passive and needs uimost care by
those around
2. Family Role and Identification:
“This stage i between 2 and 6 years, during which he child understands the family interactions
rn father and
and some social normal, cc. I acquires sufficient knowledge to differentiate be
nd
mother (male and female). This is the sage of life, when child needs care affection a
recognition coupled with response to growth o personal
3. Entering of Child into the Social World:
During this stage chil starts adhering o the social norms by actively taking part in schoo! li.
He tiesto be independent, as the major part ofthe day is spent outside home, The child imitates
and adopts the qualities from friends, teachers and others,
4. Adolescent Stage:
‘The chill’ personality may show much Mexibily. During this period, certain tits are set aide
and adoption of new tails takes place. This is ih time, when bodily and sexual developments do
A child normally has k
13, there is every possibilty of an “Abstract thinks
evident. From this stage, a chil enters into the ‘Adu
ical thinking between 7 and $ years of age, When he attains the age of
and the process of Reasoning’ are
the prime stage of le
‘Determinants of Personality,
(y can be grouped in five broad categories:
‘The deter
Biological Factors
Cultural Fac
nants of persons
Family Factors
si
Factors
tational Factors
“This stage i between 2 and 6 years, during which he child understands the family interactions
rn father and
and some social normal, cc. I acquires sufficient knowledge to differentiate be
nd
mother (male and female). This is the sage of life, when child needs care affection a
recognition coupled with response to growth o personal
3. Entering of Child into the Social World:
During this stage chil starts adhering o the social norms by actively taking part in schoo! li.
He tiesto be independent, as the major part ofthe day is spent outside home, The child imitates
and adopts the qualities from friends, teachers and others,
4. Adolescent Stage:
‘The chill’ personality may show much Mexibily. During this period, certain tits are set aide
and adoption of new tails takes place. This is ih time, when bodily and sexual developments do
A child normally has k
13, there is every possibilty of an “Abstract thinks
evident. From this stage, a chil enters into the ‘Adu
ical thinking between 7 and $ years of age, When he attains the age of
and the process of Reasoning’ are
the prime stage of le
‘Determinants of Personality,
(y can be grouped in five broad categories:
‘The deter
Biological Factors
Cultural Fac
nants of persons
Family Factors
si
Factors
tational Factors
‘Co am Ge Gis Som 1° NE) Lend and Peay Dovlopıman
‘Biological Factors
The study of the biological contribution to personality may he studied under tros hed
a. Heredity
n. Physical statue, facial
Heredity refers 10 those factors that were determined at concept
ment, muscle composition and reflexes, energy level, and biological
thythms ate characteristics that are considered to be inherent from ones parents
attractisenes, ex, temp
‘The heredity approach argues thatthe uhimate explanation of an individual's personality isthe
olecular structure ofthe genes, located in te chromosomes,
bo Brain
The second biological approach is to concentrate on the role that the brain plays in personality
The psychologists are unable to prove empirically the contribution of the human brain in
influencing personality
Pre
an indication
from the study of ie bain
inary resul from he ekctrical stimulation of the brain (ESB) research give
da better u ‘of human personal
y and behaviour might come
Biofeedback
Until recently, physiologists and psychologists fek that certain biological functions such as
brainwave patterns, gastri and hormonal secretions and fluctuations in blood pressure and skin
temperature were beyond conscious control.
‘Physical Features
‘A vital ingredient of the personality, an individuals extemal appearance, is biologically
‘determined, The fact that a person Is tall or short, ft or skinny, black or white will if
the persons efect on others and hi in tun, will fect the self-concept
Cultural Factors
‘Among the factors that influence personality formation isthe culture in which we are raised,
carly conditioning, norms prevaling within the family, riends and social groups and other
lancows experiences that impact us
The culture largely determines altitudes towards independence, aggression, competition,
cooperation and a host of other human responses
amily Factors
‘Whereas the culture generally prescribes and limits what a person canbe taught itis the family
and later the social group, which select, interprets and dispenses the culture. Thus, the family
probably hs the most significant impact on early personality development
‘Biological Factors
The study of the biological contribution to personality may he studied under tros hed
a. Heredity
n. Physical statue, facial
Heredity refers 10 those factors that were determined at concept
ment, muscle composition and reflexes, energy level, and biological
thythms ate characteristics that are considered to be inherent from ones parents
attractisenes, ex, temp
‘The heredity approach argues thatthe uhimate explanation of an individual's personality isthe
olecular structure ofthe genes, located in te chromosomes,
bo Brain
The second biological approach is to concentrate on the role that the brain plays in personality
The psychologists are unable to prove empirically the contribution of the human brain in
influencing personality
Pre
an indication
from the study of ie bain
inary resul from he ekctrical stimulation of the brain (ESB) research give
da better u ‘of human personal
y and behaviour might come
Biofeedback
Until recently, physiologists and psychologists fek that certain biological functions such as
brainwave patterns, gastri and hormonal secretions and fluctuations in blood pressure and skin
temperature were beyond conscious control.
‘Physical Features
‘A vital ingredient of the personality, an individuals extemal appearance, is biologically
‘determined, The fact that a person Is tall or short, ft or skinny, black or white will if
the persons efect on others and hi in tun, will fect the self-concept
Cultural Factors
‘Among the factors that influence personality formation isthe culture in which we are raised,
carly conditioning, norms prevaling within the family, riends and social groups and other
lancows experiences that impact us
The culture largely determines altitudes towards independence, aggression, competition,
cooperation and a host of other human responses
amily Factors
‘Whereas the culture generally prescribes and limits what a person canbe taught itis the family
and later the social group, which select, interprets and dispenses the culture. Thus, the family
probably hs the most significant impact on early personality development
u Cr Cam oma 1) Lena Fosas Dev
A substantial amount of empirical evidence indicates that the overall home environment
created by the parents, in addition to their direet influence, is eritical to personality
development
The parents play an especially important par in the identification pr
the persons early development
ess which is important to
Social Factors
‘There is increasing recognition given tothe ole of other relevant persons, groups and expecially
organisation, which greatly influence an individuals personality. This is commonly called the
socialization proces,
Socialization involves the process by which a person acquires, from the enormously wide
range of behavioural potentialities hat
synthesized and absorbed
Socialization st
are open to him or her, those that are ultimately
es with the initial contact betwen à
mother and her new infant. Ar infancy,
other members of the immediate family ~ aber, brothers, sisters and close relatives or friends
(hen the social group poor, schoo! rind and members ofthe work group ~ play inflvntial
roles,
Theories of Personality
Over time, researchers have developed a number of personality theories and no theory is
compet in self
Tune-A Personality and Tye-B Personality
This indicates thatthe aggressive involvement in the organisational process to achieve more and
‘more objetivos. That means the type-A personality is based on active participation towards the
‘organisational system. This type of personality is treated as postive personality
The behaviours of type-A,
a. Always moving walking rapidly, talking and eating rapidly
b. Impaien
©. Doestwo things atthe same time
A. Cannot cope up wäh leisuretime
€. Measures succes with quantity
E. Aggressive and competitive
3. Always under time pressure
h. High compettiveness
Type-B personality indicates the individual who is relaxed & incompetent, He is not serious
about the objective of organisation to a great exten This type of personality is rarely
participating in an endless growing series of event in a decreasing amount of time
The behaviour of Type-B personalities are:
A substantial amount of empirical evidence indicates that the overall home environment
created by the parents, in addition to their direet influence, is eritical to personality
development
The parents play an especially important par in the identification pr
the persons early development
ess which is important to
Social Factors
‘There is increasing recognition given tothe ole of other relevant persons, groups and expecially
organisation, which greatly influence an individuals personality. This is commonly called the
socialization proces,
Socialization involves the process by which a person acquires, from the enormously wide
range of behavioural potentialities hat
synthesized and absorbed
Socialization st
are open to him or her, those that are ultimately
es with the initial contact betwen à
mother and her new infant. Ar infancy,
other members of the immediate family ~ aber, brothers, sisters and close relatives or friends
(hen the social group poor, schoo! rind and members ofthe work group ~ play inflvntial
roles,
Theories of Personality
Over time, researchers have developed a number of personality theories and no theory is
compet in self
Tune-A Personality and Tye-B Personality
This indicates thatthe aggressive involvement in the organisational process to achieve more and
‘more objetivos. That means the type-A personality is based on active participation towards the
‘organisational system. This type of personality is treated as postive personality
The behaviours of type-A,
a. Always moving walking rapidly, talking and eating rapidly
b. Impaien
©. Doestwo things atthe same time
A. Cannot cope up wäh leisuretime
€. Measures succes with quantity
E. Aggressive and competitive
3. Always under time pressure
h. High compettiveness
Type-B personality indicates the individual who is relaxed & incompetent, He is not serious
about the objective of organisation to a great exten This type of personality is rarely
participating in an endless growing series of event in a decreasing amount of time
The behaviour of Type-B personalities are:
Not concerned about time
Plays for fun not to win,
€. Relaxes without guilt
4. Has no presing deadlines
€. Can reach higher position and promotion
version and Extroverion:
There two terms are normally associated. with an individuals socibily and interpersonal
The intoversion is defined us those type of individuals who a
quie
On the other hand extroverson refers to those type of individuals who are sociable, gregarious
e shy and reserved, imi and
and aserive. This dimension deals with relationships with others
Out ofthese two, extrversion individuals contribute more to organisational success
‘According 10 type theories, people are grouped into identifiable categories. One basis for
on the physique, Sheldon proposed type theories and he Tech
that a relationship is sought tobe established Between features of body and personal. Thu,
som (endomorph) i sad to be sociable, relaxed and even-tempered;
+ all, chin person (ectomorph) is characterized as reseined, se consciows and fond of
solide
+ a short plump p
+ a heavy-set muscular individual (mesomorp) is described as nosy, callous, and fond of
physical activi
Poschoamalvtic Theory
Sigmund Freud developed the fist comprehensive personality ther
called psychoanalytic
theory
Freud saw personality as being- composed of tree elements — id go, and superego
i The as
The word id? à the 0 the innate component of
personality: The iis the mental agency containing everthing inherited, present at birth, and
[fixed in the individuals constitution, especially intinets. The id, a the original personality
sytem, expresses te primary principle of all human life — the immediate discharge of psychic
scenery (libido) produced by animal drives.
atin word for “i? and refers exclus
Immediate tension reduction is called pleasure principle and the i obeys it, manifesting isl! in
sve and irrational manner, regardless of the consequences of its
own selfpreservaton. Thus, “Id” isthe primitivo and unconscious part ofthe personality that
Plays for fun not to win,
€. Relaxes without guilt
4. Has no presing deadlines
€. Can reach higher position and promotion
version and Extroverion:
There two terms are normally associated. with an individuals socibily and interpersonal
The intoversion is defined us those type of individuals who a
quie
On the other hand extroverson refers to those type of individuals who are sociable, gregarious
e shy and reserved, imi and
and aserive. This dimension deals with relationships with others
Out ofthese two, extrversion individuals contribute more to organisational success
‘According 10 type theories, people are grouped into identifiable categories. One basis for
on the physique, Sheldon proposed type theories and he Tech
that a relationship is sought tobe established Between features of body and personal. Thu,
som (endomorph) i sad to be sociable, relaxed and even-tempered;
+ all, chin person (ectomorph) is characterized as reseined, se consciows and fond of
solide
+ a short plump p
+ a heavy-set muscular individual (mesomorp) is described as nosy, callous, and fond of
physical activi
Poschoamalvtic Theory
Sigmund Freud developed the fist comprehensive personality ther
called psychoanalytic
theory
Freud saw personality as being- composed of tree elements — id go, and superego
i The as
The word id? à the 0 the innate component of
personality: The iis the mental agency containing everthing inherited, present at birth, and
[fixed in the individuals constitution, especially intinets. The id, a the original personality
sytem, expresses te primary principle of all human life — the immediate discharge of psychic
scenery (libido) produced by animal drives.
atin word for “i? and refers exclus
Immediate tension reduction is called pleasure principle and the i obeys it, manifesting isl! in
sve and irrational manner, regardless of the consequences of its
own selfpreservaton. Thus, “Id” isthe primitivo and unconscious part ofthe personality that
1. The Ego:
Mental images do not satisfy needs. A man who is starving cannot satisfy his hunger by cating
pictures. Reality should be considered. The ego develops out of the id because ofthe necessity
for dealing with the real world. The hungry man must have fod if the tension of hungry sto he
the person
that medittes between the impulses ofthe Id the prohibitions of the super ego and dictates of
reduced. Therefore, "The Ego” isthe exseutve
ty that is partly conscious and
the reality
Ai, The Super Ego:
"The super ego isthe hi part ofthe personality. represents the internalied representation of
‘the values and moras or society as taughe tothe child by and others. The super ego judges
whether an action is right or wrong according fo the standards of society. Superego is the
‘moral arm ofthe personality that interalizes the standards and values of society’ and serves as
the person's conscience, These three elements, according o Freud, help an asesor 0 assess the
personality
Many activities of human behaviour is either leat or modified by learning,
“There are two ways of kaming. Learning through reinforcement of direct experi
learning by observing others. An individual can learn by observing the actions of others and
is is called social learning theory. An ineresing story is given in Box to bave a deep
understanding of whats social leering theory
An individuals action in
given situation depends upon the speifie characteristics of a
situation, the individual" understanding of th situation, and past behaviour in similar situations.
"The social learning theory focuses on behaviour patterns and cog
(a) Competencies:
(9 Developing cognitivo Struogie
(6) Outcome expectations; and
(0 Subjective value outcomes
lso focuses on se reg
imposed goals rules guiding the individual's behaviour
ory systems amd plans, where the individual differences have sl
‘The Humanist
‘The humaniste approach share a common emphasis on man's potential for sefsiection and
freedom of choice, They ae concerned with the “sel and the individuals subjective experiences
Carl Rogers Self Theory
Carl Rogers approach to personality is described as phenomenological Phenomenology isthe
study ol the individuals subjective experience, feelings and private concepts as well as his
Mental images do not satisfy needs. A man who is starving cannot satisfy his hunger by cating
pictures. Reality should be considered. The ego develops out of the id because ofthe necessity
for dealing with the real world. The hungry man must have fod if the tension of hungry sto he
the person
that medittes between the impulses ofthe Id the prohibitions of the super ego and dictates of
reduced. Therefore, "The Ego” isthe exseutve
ty that is partly conscious and
the reality
Ai, The Super Ego:
"The super ego isthe hi part ofthe personality. represents the internalied representation of
‘the values and moras or society as taughe tothe child by and others. The super ego judges
whether an action is right or wrong according fo the standards of society. Superego is the
‘moral arm ofthe personality that interalizes the standards and values of society’ and serves as
the person's conscience, These three elements, according o Freud, help an asesor 0 assess the
personality
Many activities of human behaviour is either leat or modified by learning,
“There are two ways of kaming. Learning through reinforcement of direct experi
learning by observing others. An individual can learn by observing the actions of others and
is is called social learning theory. An ineresing story is given in Box to bave a deep
understanding of whats social leering theory
An individuals action in
given situation depends upon the speifie characteristics of a
situation, the individual" understanding of th situation, and past behaviour in similar situations.
"The social learning theory focuses on behaviour patterns and cog
(a) Competencies:
(9 Developing cognitivo Struogie
(6) Outcome expectations; and
(0 Subjective value outcomes
lso focuses on se reg
imposed goals rules guiding the individual's behaviour
ory systems amd plans, where the individual differences have sl
‘The Humanist
‘The humaniste approach share a common emphasis on man's potential for sefsiection and
freedom of choice, They ae concerned with the “sel and the individuals subjective experiences
Carl Rogers Self Theory
Carl Rogers approach to personality is described as phenomenological Phenomenology isthe
study ol the individuals subjective experience, feelings and private concepts as well as his
views of the world and sel, According to Roger, behaviour is dependent upon how one
perceives the word, The theory emphasizes the sl and its characteristics
‘Thus in Roger personality theory, there are two concepts — self and self-actalizaton. Th self
consist of all the ideas, perceptions and values tat characterized "I" or “me”. includes the
awareness “what 1 am’? Selfactualization i the basic mo
rating force presenting the inherent
tendency of the organism 10 develop all ts capables in ways which serve Lo maintain or
sane the individual
sonal
1. Extroversion,
2. Agrecableness,
3 Conscientiousness,
4 Emotional Stability and
5. Openness to Experience
1. Extrovenion:
of exroversion or introvesion. The p
People get the energy from their preference opke who
prefer extoversion get the energy fom ther interactions with other people. The people who
prefer ioversion got energy by spending time or doing the activities by themselves,
Extroverion types people develop and maman wide-range of social network while the
introversion, type peopl narrow dow their relationships to a few people
According to Jung, even the inrovers possess socal skills bt prefer internal work of ides,
thoughts and concepts, In fact certain societies encourage and reward extroves, Etrovert al
workplace prefer variety and they don't mind the iteruptions at workplace by peopleco:
workers
Extroverts are assertive, sociable, talttie, gregarious people and iniroverts are reserved,
timid and quie
(a) Socially
Socibilty is the abiliy of a person in maintaining ntereltionship within a social group. Some
executives possess the tt of maintaining social relations with their subordinates. They vs the
subordinte’s houses: enquire about the subordinates” health financia, family, children's
educational and mariage issues, They participate in various socal functions organized by the
() Talkative:
People with tative Kills are with open mind and speak thst mind to eters. They disseminate
and share information with others without any hesation. They ako voice various issues,
ventilate employee grievances and prosct on various organizational and employee issues. Many
executives, with their speaking skills attract and influence the subordinates regarding her job
behaviour
performance, Mr. Mahajan of Gindwoll Norton sa skilled speaker
perceives the word, The theory emphasizes the sl and its characteristics
‘Thus in Roger personality theory, there are two concepts — self and self-actalizaton. Th self
consist of all the ideas, perceptions and values tat characterized "I" or “me”. includes the
awareness “what 1 am’? Selfactualization i the basic mo
rating force presenting the inherent
tendency of the organism 10 develop all ts capables in ways which serve Lo maintain or
sane the individual
sonal
1. Extroversion,
2. Agrecableness,
3 Conscientiousness,
4 Emotional Stability and
5. Openness to Experience
1. Extrovenion:
of exroversion or introvesion. The p
People get the energy from their preference opke who
prefer extoversion get the energy fom ther interactions with other people. The people who
prefer ioversion got energy by spending time or doing the activities by themselves,
Extroverion types people develop and maman wide-range of social network while the
introversion, type peopl narrow dow their relationships to a few people
According to Jung, even the inrovers possess socal skills bt prefer internal work of ides,
thoughts and concepts, In fact certain societies encourage and reward extroves, Etrovert al
workplace prefer variety and they don't mind the iteruptions at workplace by peopleco:
workers
Extroverts are assertive, sociable, talttie, gregarious people and iniroverts are reserved,
timid and quie
(a) Socially
Socibilty is the abiliy of a person in maintaining ntereltionship within a social group. Some
executives possess the tt of maintaining social relations with their subordinates. They vs the
subordinte’s houses: enquire about the subordinates” health financia, family, children's
educational and mariage issues, They participate in various socal functions organized by the
() Talkative:
People with tative Kills are with open mind and speak thst mind to eters. They disseminate
and share information with others without any hesation. They ako voice various issues,
ventilate employee grievances and prosct on various organizational and employee issues. Many
executives, with their speaking skills attract and influence the subordinates regarding her job
behaviour
performance, Mr. Mahajan of Gindwoll Norton sa skilled speaker
(0 Assertive:
Assertiveness is confirming one's own ideas or actions confidently or defending oneself andor
others through positive arguments, declaring strongly of laying claims, Subordinaes like the
der of their boss and mould their job behaviour and performance to his
expectations. Mr. Rajiv of Mukand Industries never counts down on his employees though they
2. Agreeablenes
Highly agreeable people are cooperative, warm and trusting, whereas less agreeable people are
cold, disagreeable and antagonistic. Individuals with agrecable tats think fom the view point
of their employees or clients, accept the proposals. needs ot requests of the employees
Employees’ job behaviour and job performance is influence with such a rit, Individual with
such ve and trusting
(o
Good nature includes respecting the employees" idas, views, opinions, values and considering
ibm in decision-making. Further, it includes involving
the employees in decision-making,
helping and guiding them in their work. Good nature ofthe superiors influence the job behaviour
and performance ofthe subordinates positively.
) Cooperative:
Cooperative tras regarding aude and practice of superiors of an organization help the
company in moulding the job behaviour ad increasing the job performance,
(0 Trusting:
Trust is worthiness of being ied upon or confidence inthe truth of anything. I is esting on the
inte provide autonomy to the people, enable them to
aire their potenialtics and rise to the expectations of
on strategic ad policy issues.
boss. Executives can concentrate
3. Conscientiousnss
Consciemiousness refers to governing or regulating the work activity by conscience
Conseieniousness is a measure of reliability. Persons witha high
reliable, organized, dependable and persistent; while persons with a low level are easily
of conscientious
distracted, disorganised and unreliable, The consciontiousness trait of the executive changes the
job behaviour and enhances the job performance ofthe subordinates. The conscienionsness
includes responsibility, dependability, persistency and achicvement-orentd,
(a) Responsible
Responsible trait i responding readily o discharge one's own obligations towards others and the
‘organisation, The responsible trait ofthe individuals enables them to take up the work activities
with or without delegation, and makes the superiors to concentrate on policy issues. This process
Assertiveness is confirming one's own ideas or actions confidently or defending oneself andor
others through positive arguments, declaring strongly of laying claims, Subordinaes like the
der of their boss and mould their job behaviour and performance to his
expectations. Mr. Rajiv of Mukand Industries never counts down on his employees though they
2. Agreeablenes
Highly agreeable people are cooperative, warm and trusting, whereas less agreeable people are
cold, disagreeable and antagonistic. Individuals with agrecable tats think fom the view point
of their employees or clients, accept the proposals. needs ot requests of the employees
Employees’ job behaviour and job performance is influence with such a rit, Individual with
such ve and trusting
(o
Good nature includes respecting the employees" idas, views, opinions, values and considering
ibm in decision-making. Further, it includes involving
the employees in decision-making,
helping and guiding them in their work. Good nature ofthe superiors influence the job behaviour
and performance ofthe subordinates positively.
) Cooperative:
Cooperative tras regarding aude and practice of superiors of an organization help the
company in moulding the job behaviour ad increasing the job performance,
(0 Trusting:
Trust is worthiness of being ied upon or confidence inthe truth of anything. I is esting on the
inte provide autonomy to the people, enable them to
aire their potenialtics and rise to the expectations of
on strategic ad policy issues.
boss. Executives can concentrate
3. Conscientiousnss
Consciemiousness refers to governing or regulating the work activity by conscience
Conseieniousness is a measure of reliability. Persons witha high
reliable, organized, dependable and persistent; while persons with a low level are easily
of conscientious
distracted, disorganised and unreliable, The consciontiousness trait of the executive changes the
job behaviour and enhances the job performance ofthe subordinates. The conscienionsness
includes responsibility, dependability, persistency and achicvement-orentd,
(a) Responsible
Responsible trait i responding readily o discharge one's own obligations towards others and the
‘organisation, The responsible trait ofthe individuals enables them to take up the work activities
with or without delegation, and makes the superiors to concentrate on policy issues. This process
improves the job performance of the employees and moulds the employee behaviour towards
organisational requirements.
(b) Dependable:
Subordinates commit themselves to organizational goal: take up the responsibility and earryout
the organizational activites that contribute tothe strategy even they are not assigned to them
Such subordinates are dependable. Employees with dependable tras maximize organizational
ance, Thus, the dependable tri of the employees improves thee job performance.
fers to the behaviour of rendering the services or doing the work continuously at
a steady pace without any opposition. The persistent tit influences job behaviour and
performance
(ad) Achievement-Oriented:
Employees
slat the objectives ino achievable goals based on ground realite and conditions
and achieve the goals to a large extent. The achievement oriented rit of employees improves
thei job performance and mould the job behaviour of others and shapes work culture
4 Emotional Stability
Some executives absorb the actions, reactions, views, feelings, atitudes, outcome of activites,
«tc. and maintain stability of their emotions, Consequently, they tend o be calm, self-confident
“nd secure, People with negative scores tend to be nervous, anxious, depressed and insecure
5. Openness Experience
Executives are expected 1 be open to new jb experiences, lar, absorb and integrate them with
their previous experiences and knowledge, This tat
includes imaginative, artistically sens
iellectual, creative and curious peopl, Those with low level of openness are conventional and
0 along with the familia,
(a) Imaginat
All the business ventures come into existence only after they cr
projective, Im fat ll the business activities also cross this singe and as such, al the employees
ne expected to possess he imaginative ta. In fact, those who imagine much, achieve much,
(0) Artistically Sensitive:
Employees should be sensitive to all types of changes in the environment and imagination,
Employees with his trait learn much from the environment and use such knowledge for the
improvement of the job performance.
(6) Intelectue
organisational requirements.
(b) Dependable:
Subordinates commit themselves to organizational goal: take up the responsibility and earryout
the organizational activites that contribute tothe strategy even they are not assigned to them
Such subordinates are dependable. Employees with dependable tras maximize organizational
ance, Thus, the dependable tri of the employees improves thee job performance.
fers to the behaviour of rendering the services or doing the work continuously at
a steady pace without any opposition. The persistent tit influences job behaviour and
performance
(ad) Achievement-Oriented:
Employees
slat the objectives ino achievable goals based on ground realite and conditions
and achieve the goals to a large extent. The achievement oriented rit of employees improves
thei job performance and mould the job behaviour of others and shapes work culture
4 Emotional Stability
Some executives absorb the actions, reactions, views, feelings, atitudes, outcome of activites,
«tc. and maintain stability of their emotions, Consequently, they tend o be calm, self-confident
“nd secure, People with negative scores tend to be nervous, anxious, depressed and insecure
5. Openness Experience
Executives are expected 1 be open to new jb experiences, lar, absorb and integrate them with
their previous experiences and knowledge, This tat
includes imaginative, artistically sens
iellectual, creative and curious peopl, Those with low level of openness are conventional and
0 along with the familia,
(a) Imaginat
All the business ventures come into existence only after they cr
projective, Im fat ll the business activities also cross this singe and as such, al the employees
ne expected to possess he imaginative ta. In fact, those who imagine much, achieve much,
(0) Artistically Sensitive:
Employees should be sensitive to all types of changes in the environment and imagination,
Employees with his trait learn much from the environment and use such knowledge for the
improvement of the job performance.
(6) Intelectue
Ta Ce Gm Some NER Luder
"The imellctual trait enables the individuals to think and analyse rationally and understand
systematically. This trait helps the employee to make efficient decisions and enbance the job
behaviour.
References
Robins, Stephen. 2010. Organizational Behaviour New Delhi: Prentice-Hal
bips thébalancemoney-com
6. ups corporate inanssinsitue.som
8. hups/ksifierenees. com
9. pin indeed.com
10. hpsz/enchparnet.com
1. hps:/managersanlialer com.
12. ps epess ne
13 ps://onlin hs dy
14. ups emisor
15. tas A managemenstudyguide conv
16. hupss/sslneeforwork
17. ps:/oxford- review: con”
18. ps sconomicsiscussin.ne/
"The imellctual trait enables the individuals to think and analyse rationally and understand
systematically. This trait helps the employee to make efficient decisions and enbance the job
behaviour.
References
Robins, Stephen. 2010. Organizational Behaviour New Delhi: Prentice-Hal
bips thébalancemoney-com
6. ups corporate inanssinsitue.som
8. hups/ksifierenees. com
9. pin indeed.com
10. hpsz/enchparnet.com
1. hps:/managersanlialer com.
12. ps epess ne
13 ps://onlin hs dy
14. ups emisor
15. tas A managemenstudyguide conv
16. hupss/sslneeforwork
17. ps:/oxford- review: con”
18. ps sconomicsiscussin.ne/
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