Organizational Behavior Presented by: Shah Rukh Presented to: Sir Ahmad Tisman Pasha

1. Organizational BehaviorPresented by: Shah RukhPresented to: Sir Ahmad Tisman Pasha

2. Theories about Leadership • Contingency Theories • Fiedler Model • Cognitive Resource Theory • Hersey and Blencherd’s Situational Theory • Leader-member Exchange Theory • Path-Goal Theory • Leader Participation Model

3. Cont….. • Neocharismatic Theories • Charismatic Leadership • Transformational Leadership • Visionary Leadership

4. Contingency Theories

5. Contingency Theories • While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists. • Contingency Theory deals with this additional aspect of leadership effectiveness studies.

6. Fiedler Model The theory that effective groups depend upon a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. There are basically three steps in the model1) Identifying Leadership Style2) Defining the Situation3) Matching leaders and situations

7. 1) Identifying Leadership Style Fiedler believes a key factor in leadership success is the individual’s basic leadership styleSo he created the Least Prefer Co-worker (LPC) Questionnaire LPC:- An instrument that tells to measure whether a person is task or relationship oriented

8. Cont… • If the low LPC score then the person is task oriented • If the high LPC score then the person is relationship oriented

9. 2) Defining the Situation Fiedler identified three contingency dimensions that define the key situational factors 1. Leader-member relations:The degree of confidence, trust, and respect, members have in the leader 2. Task structure:The degree to which the job assignments are procedurized3. Position Power:The degree of influence a leader has over power variables such as hiring, firing, promotion etc.

10. 3) Matching leaders and Situations After knowing the leadership style through LPC and defining all the situations, we will chose the leader who will fit for the situation.Two ways in which to improve leader effectiveness1) Change the leader to fit the situation2) Change the situation to fit the leader

11. Cognitive Resource Theory A theory of leadership that states that stress unfavorably effects the situation, and intelligence, and experience can lessen the influence of stress on the leader.

12. Cont… • A refinement of Fielder’s original model: • Focuses on stress as the enemy of rationality and creator of unfavorable conditions • A leader’s intelligence and experience influence his or her reaction to that stress • Stress Levels: • Low Stress: Intellectual abilities are effective • High Stress: Leader experiences are effective • Research is supporting the theory

13. Hersey & Blanchard’s Situational Leadership (SLT) • A model that focuses on follower “readiness” • Followers can accept or reject the leader • Effectiveness depends on the followers’ response to the leader’s actions • “Readiness” is the extent to which people have the ability and willingness to accomplish a specific task • A paternal model: • As the child matures, the adult releases more and more control over the situation • As the workers become more ready, the leader becomes more laissez-faire

14. Cont…. • Hersey and Blencherd identify four specific leader behaviors The most effective behavior depends on the follower’s ability and motivation • If followers are unable and unwilling to do a task,the leader needs to give specific and clear directions. 2. If followers are unable and willing,The leader need to display a high task orientation.

15. Cont…. • If the followers are able and unwilling,The leader needs to use a supportive and participative style. • If followers are both able and willing,The leader doesn't need to do much. • An intuitive model that does not get much support from the research findings

16. Leader-Member Exchange (LMX) Theory Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performances ratings, less turnover, and greater satisfaction with their superior. • LMX Premise: • Because of time pressures, leaders form a special relationship with a small group of followers: the “in-group” • This in-group is trusted and gets more time and attention from the leader (more “exchanges”) • All other followers are in the “out-group” and get less of the leader’s attention and tend to have formal relationships with the leader (fewer “exchanges”) • Leaders pick group members early in the relationship

17. House’s Path-Goal Theory The theory that a leader’s behavior is acceptable to subordinates insofar as they view it as a source of either immediate or future satisfaction • The Theory: • Leaders provide followers with information, support, and resources to help them achieve their goals • Leaders help clarify the “path” to the worker’s goals • Leaders can display multiple leadership types

18. Cont… • Four types of leaders: • Directive: focuses on the work to be done • Supportive: focuses on the well-being of the worker • Participative: consults with employees in decision-making • Achievement-Oriented: sets challenging goals

19. Yroom & Yetton’s Leader-Participation Model A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations • How a leader makes decisions is as important as what is decided • Premise: • Leader behaviors must adjust to reflect task structure • “Normative” model: tells leaders how participative to be in their decision-making of a decision tree.

20. Neocharismatic Theories

21. Neocharismatic Theories Leadership theories that emphasize symbolism, emotional appeal, and extra ordinary follower commitment. • Charismatic Leadership • Transformational Leadership • Visionary Leadership

22. Charismatic Leadership Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors • Four characteristics of charismatic leaders • Have a vision • Are willing to take personal risks to achieve the vision • Are sensitive to follower needs • Exhibit behaviors that are out of the ordinary • Traits and personality are related to charisma • People can be trained to exhibit charismatic behaviors

23. How Charismatic Leaders Influence Followers • A four-step process: • Leader articulates an attractive vision • Vision Statement: A formal, long-term strategy to attain goals • Links past, present, and future • Leader communicates high performance expectations and confidence in follower ability • Leader conveys a new set of values by setting an example • Leader engages in emotion-inducing and often unconventional behavior to demonstrate convictions about the vision

24. Transactional and Transformational Leadership • Transactional Leaders • Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements • Transformational Leaders • Inspire followers to transcend their own self-interests for the good of the organization; they can have a profound and extraordinary effect on followers • Not opposing, but complementary, approaches to leadership • Great transformational leaders must also be transactional; only one type is not enough for success

25. Visionary Leadership The ability to create and articulate a realistic credible, attractive vision of the future for an organization or organizational unit that grows out of and improves upon the present.

26. Skills do visionary leaders exhibit Once the vision is identified, these leaders appear to have three qualities that are related to effectiveness in their visionary roles 1. The ability to explain the vision to others 2. The leader is to be able to express the vision not just verbally but through the leader’s behavior. 3. The ability to extend the vision to different leadership contexts.

27. Pleas don’t hesitate in asking questions Thanks