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Report on Organizational Behavior Sample

   

Added on  2020-06-03

1 Pages1983 Words131 Views
is successful or not.ReferencesFiedler, F.R.E.D., 2015. Contingency theory of leadership. Organizational Behavior 1: EssentialTheories of Motivation and Leadership, 232, pp.01-2015.De Clercq, D., Bouckenooghe, D., Raja, U. and Matsyborska, G., 2014. Servant leadership andwork engagement: The contingency effects of leader–follower social capital. Human ResourceDevelopment Quarterly, 25(2), pp.183-212.CONCLUSION AND RECOMMENDATION Thus summing up the above report it can be concluded that beliefs about the people inparticular whether the leader sees others as positive or negative is being identified by thisapproach. It is being recommended that in order to succeed in multiple types of organizations andwork cultures, a leader needs flexibility and a willingness to adapt his approach to the needs ofthe business and employees.ExampleIn the organization the manager is asked to think of the person they least like to work with andon a set of questions each involving an 8-point scales they can rate that person. The score ofone would be uncooperative and a scale of 8 will be cooperative. In their work relationship it isbeing believed by the Fielder hat people with higher LPC score try to maintain harmony.However on the other hand people with lower LPC score are motivated to focus onaccomplishment of taskFavourable situations When there is a positive relationship between the followers and leader, the task is clearly defined,and there is a clear leader position power then it is defined as the favourable situations.Unfavourable situations When there is the disconnect between the followers and leader, task is unclear, and the leader'sposition power is unclear then it is termed as unfavourable situation.Contingency Approach of LeadershipFiedler's Least Preferred Co-worker (LPC) TheoryIn this the leaders are given chances to rate the co-workers they have least enjoyedworking with throughout there professional career on a variety of factors. A relation orientedleadership style is indicated by a high-score and a task -oriented style is indicated by a low-score.About the leader, task and member the three factors are identifies. They are as follows-: Leader-Member Relations: The extent to which the leader has the support and loyalties offollowers and relations with them are friendly and cooperative.Task structure: The extent to which tasks are standardized, documented and controlled.Leader's Position-power: The extent to which the leader has authority to assess followerperformance and give reward or punishment.On the combination of these three the best LPC is dependent mainly. When the leaders-memberrelations are poor then in this case generally a high LPC is best. The LPC stands for the least preferred co-workers measurement. By the leader the LPCassessment is being done in order to measure their leadership style preference.In certain situation contingency leadership will be effective. When the conditions are veryfavourable or very unfavourable people who are very task oriented will do well. The leader canpay attention on the task in favourable situation and not pay attention to the maintenance,When things are very unfavourable, a task related person can provide order and structure to helpthe group get going again.The leader can pay attention on the relationship mare than on the task when the conditions are inmiddle.The three factors the situations can be accessed in the contingency theories\By assessing the three factors the situations can be accessed in thecontingency theoriesLeader-member relations – It refers to the group atmosphere and to thedegree of confidence, loyalty, and attraction that the followers feel for theirleader.Task-structure - It refers to the degree to which the requirements of a taskare clear and spelled out. In this the path to success has few alternatives, thecompletion of the task can be clearly demonstrated etc is included in this.Position power – It refers to the amount of authority a leader has to rewardor to punish followers.Contingency Approach LeadershipThe best match is being discovered by this style of leadership in between a leader and asituation. To the right setting the effective leadership is contingent on matching the style ofleaser. With the styles and situation contingency theory is concerned and it also matcheseffectively with the leader and the situation. The success of leader is a function of variouscontingencies in the contingent theory of leadership in the form of subordinate task or groupvariables. The effectiveness of a given patterns of a behaviour of leader is contingent upon thedemand that is imposed by the situation. Leadership style can either be task-motivated orrelationship motived in the contingency theory. The task leaders are primary concerned withattaining the goals. However on the other side the relationship leaders are considered withdeveloping the close in interpersonal relationshipINTRODUCTIONIn the mid-1960s the Fiedler Contingency Model ofleadership was developed by Fred Fiedler. In this approach it issuggested that the success of a leader is not only determined by theabilities. In between a leader and a situation this style of leadershipwill discover the best match. It is a type of management theory thatsuggest the most appropriate style of management that is dependenton the context if the situation and in the long term it is inefficient toadopt a single, rigid style. The attention is paid by the mangers toboth the situation and their own styles and the efforts are beingmade to make sure that they both interact efficiently.

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