LEADERSHIP AND SUPERVISORY BEHAVIOR in Org.ppt

Human Behavior in Organization

1. LEADERSHIP AND
SUPERVISORY
BEHAVIOR

2. -Managementpeoplenotonly
manage;theyalsolead.
-Asleaders,theytakethe
initiativeandengagetheir
followersininteractionstoward
theachievementofcertain
goals.

3. Leadership–isanimportant
component intheexistence,
survivalandfunctioningofany
groupororganization.

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

5. MEANING ANDCOMPONENTS
OFLEADERSHIP
Theterm,leadership,hasreceived
variousdefinitionsandexplanations
dependingontheperceptions,
experiencesandunderstandingsof
thosewhodiscussit.

6. Leadershipisperceivedand
describedasanyoracombination
ofthefollowingelements:
1.as an act or behavior
2.as an effect of interaction
3.as the exercise of influence
4.as a form of persuasion
5.as the act of inducing compliance
6.as a power relation

7. 7.asafocusofgroupprocesses
8.asaninstrumentofgoalachievement
9.astheinitiationofstructure
10.asadifferentiatedrole
11.aspersonalityanditseffects
12.asanattributeofaposition
13.asanart

8. Leadership appears in social science
literature with three meanings:
1.attributeofaposition
2.characteristicsofaperson
3.categoryofbehavior
-leading,acentralfunctionofmanagingin
anyorganization,involvesinfluencingthe
behaviorofotherpeople.

9. THEORIES OF LEADERSHIP
1.Trait or great man theory –leadership
ability is innate.
-thistheorysuggestthatleadershipis
determined bycertainindividual
personalitytraits,socialtraitsand
significantphysicalcharacteristicslike
beingbornwithagoldenspoon.
Ex.WinstonChurchill,NapoleonBonaparte,
mahatmaGandhi,Rizal,Mabini,Romulo.

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

11. 4typesofleader
a.Dictatorialleader–onewithabsolute
authorityandutilizesthreatsand
punishmentstoinducecompliance.
b.Authoritarianleader–onewhoclaims
covenantsourcesfromauthoritytoexact
obedience.

12. c.Democraticorparticipativeleader–one
whoinvolvessubordinatesinconsidering
organizationalmattersgivingthem
guidanceintheirworkproblemsandgoal
achievement.
d.Laissez-faireorfreereinleader–onewho
offersinformationtothemembersbut
showslittleinvolvementandparticipation
ingroupactivities.

13. Styles of leader behavior:
a.Jobcenteredortaskoriented
leadershipstyle–emphasizetheuseof
rules,proceduresandclosesupervision
ofsubordinates
b.Employeecenteredorrelationship
orientedstyle–emphasizesdelegation
ofauthorityandresponsibility,concern
for employee welfare,needs,
advancement,andpersonalgrowth.

14. 4.Situationalorcontingencytheory–the
situationcallsfortheemergenceofa
leader.
5.Thetheoryofsharedleadership-
responsibilityforthesuccessofthe
grouprestsuponallthemembers,not
onlyuponthedesignatedleader.

15. MAIN FUNCTIONS
OR
ACTIVITIES OF A LEADER

16. Typesofleadershiprolesare
distinguishedwhenworkinginsmall
groups:
1.Roletoaccomplishthetaskorattainthe
goal;
2.Roletodevelopmembers’feelingsto
maintainthestrengthofthegroup.

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

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

19. Inanorganizationalcontext,thevarious
tasksofleadershipcanbeseenaslinksin
achain.
-Emphasizingtheconceptthatleadershipis
onlyasstrongastheweakestlinkinthe
chain.’

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

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

22. 2.Craftsman-heldthetraditionalvalues
oftheproductiveandhoarding
character–theworkethic,respectfor
people,concernforqualityandthrift.
Characterizedbybeingquiet,sincere,
modestandpractical.

23. 3.Thecompanyman–theorganization
manwhosemaincommitmentwas“to
maintaintheorganization’sintegrity.”he
was“concernedwithsecuritymorethan
withsuccess.

24. 4.Thegamesman–anewandmore
dynamicandadventurousleader;his
maininterestisinchallengeand
competition.Heisarisktakerlikean
entrepreneurwhomotivatesothersto
pushthembeyondtheirnormalpace.
newideasandnewtechniqueshypehim
and“herespondstoworkandlifeasa
game;’

25. End of Slide