Leadership Styles and Organizational Behavior

This assignment explores various leadership styles and influential theories like McGregor's Theory X & Y, Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, and the impact of different leadership approaches on organizational culture and employee performance. It delves into autocratic, participative, and other leadership styles, referencing relevant academic sources and real-world examples.

ORGANIZATIONAL BEHAVIOR
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Table of Contents
Introduction..........................................................................................................................................1
Task 3....................................................................................................................................................1
a) Impact of leadership style may have on motivation of employees.........................................1
b) Application of motivation theories.........................................................................................1
c) The usefulness of motivation theories for managers..............................................................2
Task 4....................................................................................................................................................2
a) Explain the nature of groups and group behavior...................................................................2
b) Factors that may promote and restrict the development of effective team work in organizations
.....................................................................................................................................................3
c) The effect of technology on team functioning........................................................................3
Conclusion............................................................................................................................................4
References............................................................................................................................................5
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INTRODUCTION
Organization behaviour is regarded as the study of both group and individual performance
and activity within in an organization. Internal and external are two major perspectives through
which organizational behaviour can be comprehended. Hence, in such respect the present study has
been attempted by focusing on organizational behavioural aspects of Innov8 which is a large
software games development and distribution company. Being a private limited company, 90% of
company's operations are based in the UK and the remaining is based in Europe and America.
The company has been diversifying its operations so as to include different distribution
channels. At the same time, the company also wish to develop new corporate games software; thus
for such purpose several diversification strategies are suggested to the CEO of Innov8. Further, the
study has been describing different organizational structures along with their cultural aspects and at
the same time, researcher has also discussed varied leadership and motivational styles that can be
adopted by the CEO of Innov8 for managing employee encouragement.
TASK 3
a) Impact of leadership style may have on motivation of employees
 Autocratic: Autocratic leadership style is used at the time when organization gives huge
concern towards achievement of job roles and responsibilities. The subsequent leadership
style has been followed up at Innov8 among the CEO and other officers and this allows
them to direct other people towards work processes. Employees and subordinates are not
allowed to participate in decision making process because leaders are only authorized to
undertake organizational decisions (Harris, 2012).
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Illustration 1: Autocratic leadership style
(Source: Sambrook,Analoui and Doloriert, 2013)
 Democratic: In democratic leadership style, leaders acquire assistance and opinion from the
employees so that their motivational level can be maintained (Iqbal, 2011). The flow of
communication takes place from downward to upward and upward to downward.
 Laissez faire: In this style, leader of the organization delegates all the responsibilities to
others so that people can manage diverse functions. Hence, all the functions are managed by
the team members and leaders just consult them in every decision (Skinner, 2013).
b) Application of motivation theories
Maslow’s Need Hierarchy Theory: With the help of Maslow’s theory of motivation,
managers of Innov8 can encourage the employees at each and every level through identifying the
needs and desires at each and every pyramid.
 Physiological needs - Air, food, drink, shelter, warmth and sleep
 Safety needs - Protection from elements, security, order, law, limits and stability (Sims,
2002)
 Social Needs - Belongingness and Love, work group, family, affection and relationships
 Esteem needs - Self-esteem, achievement, independence, status, dominance, prestige and
managerial responsibility
 Self-Actualization needs - Realizing personal potential, self-fulfillment, seeking personal
growth and peak experiences
The subsequent theory is useful for accelerating the morale of employees and through this;
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people can be retained for longer time span because it considers all the biological needs of
employees (Sambrook, Analoui and Doloriert, 2013).
Herzberg Theory: The theory is emphasized towards two factors such as motivators and
hygienic factor which enhance organizational work processes and activities. Motivators depict all
those aspects that encourage the morale of employees; however on the contrary, hygienic forces
depict all the forces which plays crucial role in promoting dissatisfaction among the employees.
Illus
tration 3: Herzberg Theory
(Source: Willmott and Knights, 2007)
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Illustration 2: Maslow’s Need Hierarchy Theory

c) The usefulness of motivation theories for managers
 Motivational theories are highly useful for the managers since that helps the managers to
retain the employees for longer time period (Greenberg, 2003).
 Managers must motivate the employees so that organizational performance and productivity
level can be enhanced.
 It also leads to achievement of organizational aims and objectives because as per the
theoretical approach, managers can delegate roles and responsibilities properly.
 Managers can also build healthy relationships with each other through motivating all the
employees; thus from the discussion it is clear that motivation is necessary for
organizational performance.
 The McGregor’s theory X considers all those people who dislike people and who do not
have controlling power and generally avoid all their responsibilities. Hence, application of
the theory can assist the manager to identify the reason that promoted dissatisfaction and
disappointment among the employees.
 Theory Y contrary emphasizes on those people who gives more importance to work and who
are more capable in managing their own work processes. They are also capable enough in
making their own decisions; hence application of such theory can assist the manager to
motivate workforce by increasing their job roles.
 Innovation can be facilitated in organizational work processes by delegating appropriate
duties to employees; however they should not be forced to perform any activity.
Illustration 4: McGregor’s Theory X and Y
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TASK 4
a) Explain the nature of groups and group behaviour
Groups:
Group is typically considered as an association of different people who conduct diverse roles
and responsibilities for common purpose of the organization. In order to maintain the level of
coordination, it is required for an organization to formulate team work as that can also augment the
efficiency of work processes. It is also vital for the employees to delegate the duties and
responsibilities as per the capability of the employees (Romano, 2011).
Groups are typically developed for formal and informal reasons where in the duration for
group formation is determined earlier. Team building is one of the major reasons for which groups
are developed at Innov8; thus working with different people enhances team loyalty and
commitment and at the same time, it is vital in terms of enhancing quality aspects. When people
work in team, they get more committed towards team work and as a result, organizational values
and beliefs are followed in all the areas (Harris, 2012). Group dynamics are mentioned in the below
mentioned section:
 With the help of group formation, organizational members can easily interact with each and
this can also enhance the level of coordination among them.
 All the associated people of group share equal responsibilities and duties
 High quality force work can be maintained by meeting their needs.
 Objectives and strategic direction remains the same with all employees
Teams:
 Team is a formal association of people who work together for a common purpose and
objective and in order to work in a team, all the team members should equally contribute in
team work and team management.
Groups Teams
 Formal and informal
 Group always need leadership for
particular direction
 Solutions are always taken by leaders
 Team is always formal
 Always emphasizes on quality work
 People are highly committed towards
team work
b) Factors that may promote and restrict the development of effective team work in organizations
Factors that promote team work are mentioned in the below mentioned section.
 Coordination and communication aspects
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 Ways of delegating roles and responsibilities
 Attitude and behavior of employees
 When there is mutual trust among employees (Jones and Scott, 2011)
Cross cultural teams can be developed at Innov8 because culturally diversified people are working
in the organization and this also helps them to manage all the complex projects in effectual manner.
It has been observed that team work helps Innov8 to facilitate more creativity and innovation at the
workplace. However, on the continuum, there are varied factors that threaten the success of
teamwork such as:
 Difference in thinking (Jex, 2002)
 Issues related to cultural values and beliefs
 Improper responses of employees to each other
 Lack of proper facilities to the workforce
 Improper way of authority delegation (Hiriyappa, 2009)
These are some of the factors that inhibit team functioning and some of them also exist at Innov8;
however in order to manage the same, proper attention has been given to individual team member.
c) The effect of technology on team functioning
Advantages: Minimize errors: In the realm of technological development, employees of Innov8 are
moving towards the use of internet which helps them to minimize the degree of errors and
omissions. This positively impacts the organization as well because all the staff members are
acquiring advantage from this source to enhance their potential and capability level. Development of new products: Team members of Innov8 are focusing on technological
aspects more because they have to develop new games through numerous software. Hence,
this reduces issues related to complexities (Holcomb, 2000). Source of information: With the help of technological advancements, information related to
the software can be acquired and accordingly new games can be developed. Hence,
innovative products and games can be developed by the team members who are also useful
in terms of enhancing competency of team work (Holton, 2001). Enhances team efficiency: Technology has been assisting the team members of Innov8 to
enhance the effectiveness of team members; thus people are able to contribute more in
success and growth aspects (Holton, 2001).
Disadvantages: Time consuming: Performing all the job roles and functions takes more time and as a result,
business looses focus on other processes.
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 Costly: It also increases cost of business functions because software are generally cost and
they are also not easily available in many areas.
CONCLUSION
Summing up the entire research study, it can be said that organization has to give proper
response towards employee motivation and retention because through employee efforts, success and
growth opportunities can be enhanced. Leadership is regarded as crucial for the organization since it
aids the management to reach towards determined goals and objectives. The study has concluded
importance of analysing employee behaviour in varied situations.
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REFERENCES
Books and journals
Analoui, B. D., Doloriert, C. H., Sambrook, S., 2013. Leadership and knowledge management in
UK ICT organisations. Journal of Management Development. 32(1). pp.4 – 17.
Greenberg, J., 2003. Organizational Behavior: The State of the Science. 2nd ed. Routledge.
Harris, A., 2012. Distributed leadership: implications for the role of the principal. Journal of
Management Development. 31(1). pp.7 – 17.
Hiriyappa, B., 2009. Organizational Behavior. New Age International.
Holcomb, E. l., 2000. Asking the right questions: Techniques for collaboration and school
change.2nd ed. Corwin Press
Holton, A. J., 2001. Building trust and collaboration in a virtual team. Team Performance
Management, 7(3/4), pp.36 – 47.
Iqbal, T., 2011. The Impact of Leadership Styles on Organizational Effectiveness: Analytical Study
of Selected Organizations in IT Sector in Karachi. GRIN Verlag.
Jex, M. S., 2002. Organizational Psychology: A Scientist-Practitioner Approach. John Wiley &
Sons.
Jones, S., and Scott, J. G., 2011. Changing business culture: theory and practice in typical emerging
markets. Emerging Markets Case Studies Collection, 10(4).
Pfister, A. J., 2009. Managing Organizational Culture for Effective Internal Control: From Practice
to Theory. Springer Science & Business Media.
Sambrook, S., Analoui, B. D., and Doloriert, C. H., 2013. Leadership and knowledge management
in UK ICT organisations. Journal of Management Development. 32(1). pp.4 – 17.
Sims, R. R., 2002. Managing organizational behavior. Greenwood Publishing Group.
Willmott, H. and Knights, D., 2007. Introducing Organizational Behaviour and Management.
Cengage Learning EMEA.
Online
Romano, G., 2011. Improving staff performance. [Online]. Available through:
<http://giannirom92.blogspot.in/2011/05/improving-staff-performance.html>. [Accessed
on 18th February 2016].
Skinner, F. B., 2013. Approaches to understanding leadership: Trait, behavioral, contingency, and
full range models. [Online]. Available through: <
https://www.boundless.com/management/leadership/defining-leadership/approaches-to-
understanding-leadership-trait-behavioral-contingency-and-full-range-models/>. [Accessed
on 18th February 2016].
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