Organizational Behaviour: Positive Culture, Leadership, Management Innovation and Organizational Size

This essay provides an overview of positive organizational behavior, organizational culture, and the moderating role of organization size in management innovation. It also discusses the interrelation between leadership behavior, management innovation, and organizational behavior.

Running head: ORGANIZATIONAL BEHAVIOUR
ORGANIZATIONAL BEHAVIOUR
Name of the Student
Name of the University
Author’s Note

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Introduction
The purpose of this essay is to provide an overview on the positive organizational
behavior, organizational culture and the moderating role of organization size in management
innovation. As the competition intensifies and pace of advanced technological change increases,
the organizations in today’s world renew themselves. This challenge not only offers new goods
and services but also changes the behavior, culture and management nature within the
organizations. Recent research findings reflect that self- efficacy, optimism, resilience and hope
plays vital role in maintaining positive behavior within the organization (Malik, 2013). In
addition to this, it has also been seen from recent studies that leadership behaviors also contribute
to the management innovation and change in the enterprise culture. The management innovation
and leadership also changed the organization and brought about potential benefits with the
emergence of new ideas. As management innovation mainly entails change in management
work, it leads to improvement in culture of the enterprise. This in turn also leads to positive
organization behavior, which includes pursuit of workers health and happiness. Overall, this
positive organization behavior and improvement in organization culture brought about by
management innovation leads to organizational excellence.
Article summary
Recent studies reflect that performance of the organization improves through change in
the organizational culture, positive organization behavior and innovation in management work
by influence of leadership behavior. The strength of enterprise culture is defined in form of-
stability and homogeneity of the group membership and intensity of the shared experience. ()
opines that if the enterprise has strong culture and has stable leadership, it can survive high
turnover rate at the lower ranks. Muscalu, (2014) states that the elements of culture is defined as

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learned solutions to the problems. There are mainly two kinds of learning circumstances-
positive problem solving circumstances and anxiety avoidance circumstances. Although these
two kinds of circumstances are intertwined, they are different structurally (sietmanagement.
2018). If an enterprise culture is mainly composed of two kinds of elements such as- those that
are designed in solving problems and that designed in avoiding anxiety, it becomes vital which is
concerned about the changing any of these elements. In anxiety – avoidance circumstances, a
leader must find source of anxiety and provide the employees alternative avoidance source. In
positive- learning circumstances, an individual requires innovative sources for finding better
solution to the issues. Recent facts reflects that the cultural elements, which are based on
reduction of anxiety will be highly stable as compared to those that is based on problem solving.
Hogan & Coote, (2014) found out that enterprise mainly exists in the parent culture but different
enterprise amplify various elements of the parent culture. However, young founder dominated
enterprise require their cultures as the way of holding their enterprise together. The change in
culture that occur in these young organizations in relation to external environment might hamper
their business operations and decline their performance. The enterprise culture can be managed
with the change in management work and leadership behavior. Moreover, the organizations must
increase diversity in order to remain flexible during the environmental turbulence or in creating
strong enterprise culture.
According to Huczynski, Buchanan & Huczynski, (2013), the enterprise behavior can be
improved by developing the qualities such as self-efficacy, optimism, self- confidence and
resilience. Pettinger, (2013) defines self- efficacy as individuals conviction about their abilities in
mobilizing motivation, sets of action and cognitive resources that is required to effectively
execute particular task. Self- efficacy influences enterprise learning nad behavior in three ways –

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Firstly, self- efficacy influences the enterprise target that workers select for themselves. The
employees with high efficacy level apt to set high goals for themselves.
Secondly, self- efficacy affects learning and effort that individuals exert on job. The workers
with high self- efficacy level usually work hard for learning new ways to perform the tasks. On
the contrary, the workers with low self- efficacy level might exert less effort in performing tasks.
Thirdly, self- efficacy influences persistence with which individuals attempt to do difficult tasks.
The workers with high self- efficacy level are mainly confident in performing their task.
Most of the enterprises select persons who have high self- efficacy levels as they gets motivated
in engaging in workplace behaviors, which in turn aid them to improve their performance. In
fact, the enterprise motivates high performance goals from those workers who have high self-
efficacy levels. Lawrence & Lee, (2013) defines hope as positive motivational state which is
mainly based on interactively derived pathways and agency. The survey on few enterprises
shows that those with high-hope human resources are highly profitable and have larger
employee’s satisfaction level. However, higher employee’s satisfaction level improves their
performance, which in turn influences the enterprise behavior.
Malik, (2013) defines optimism as set of positive result expectancies within the
enterprise. Several studies reflects that optimism positively influences the employees
performance or the work –related behaviors. The researchers have found out that the relationship
between optimism and employees performance is generally moderated by kind of strategies that
is used for dealing with stress in workplace. Recent facts showed that the optimistic individuals
utilizes more problem coping strategies, which in turn leads to positive enterprise behavior.
Robbins & Judge, (2012) opines that optimism is one of the positive forces that influences the

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workplace. This is because the optimist employees is highly satisfied with work and thus have
high aspiration level as well as morale. As it is one of the main contributors to the workers well-
being, it influences their personal growth and organization behavior.
Resilience is one of the important components of positive enterprise behavior. It is
defined as capacity in bouncing back from high adversity, conflict, positive events and increased
responsibility. Enterprise resilience is not basically the trait which individuals actually have or
do not have. It involves the thoughts, behavior and actions, which could be learned as well as
developed in the individuals. It is mainly affected by the individuals environment. The manager
and supervisors play important role in creating workplace climate, which fosters well- being and
also aids resilience. Overall, the managers focuses on improving these four elements as they
positively influences the enterprise behavior.
Recent studies reflect that behavior of leaders is the vital antecedent of the management
innovation. This means that the actions taken by the leaders is the vital factor that drives to
pursuit of the management innovation. The researchers have found out that proper leadership
style can stimulate their innovative thinking and affects the enterprise choice. As the
management innovation represents change in way of management work, leadership is preeminent
problem to understand how enterprise introduce complex kind of innovation. Vaccaro et al.,
(2012) cites that different kinds of leadership behavior such as transactional, transformational
affects the management innovation in organizations. The researchers have investigated that
human agency role is directly related to the enterprise complexity. This is because they considers
moderating role of the organizational size. El-Nahas et al., (2012) have suggested that the effect
of different leadership behavior might lower as the enterprise size enhances. Leaders in most of
the enterprise might encounter huge difficulty to initiate change in a way the management work

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is performed owing to complex enterprise context as well as enhanced spatial separation. Several
studies indicates that the influence of the leadership style mainly depends on the organizational
size.
Management innovation mainly relates to the changes in which the managers set
directions, coordinate activities and makes decision. These changes usually becomes a part of
enterprise since management innovation manifests through the new management processes and
practices. There are four perspectives on the management innovation such as- fashion, rational,
institutional and cultural.
Noruzy et al., (2013) states that leaders influences innovation in management by
reducing complexity as well as uncertainty linked to its pursuit by supporting change as well as
developing specified kind of enterprise culture. For instance, transformational leaders might
enhance innovation in management by sharing risk of actions with the followers. On the other
hand, transactional leadership mighjt be conducive in pursuit of this management innovation
since it contributes to declining enterprise complexity as well as ambiguity. Moreover,
management innovation and leadership behavior both depends on organizational size as different
enterprise size creates complexity in management innovation and leadership effectiveness.
Article analysis
The above articles reflects that organizational culture, leadership behavior, management
innovation and organizational size is interrelated with each other. Strong enterprise culture and
positive organization behavior facilitates the leaders to adopt effective behavior, which in turn
leads to management innovation. Moreover, effective change in management work will create
positive workplace culture and enterprise behavior. Cui & Hu, (2012) found out that change in

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enterprise culture influences the leaders strategic business decision making. The leaders who
knows enterprise constructs of influence, power and culturalizations are suited in fostering
optimism. In face of adverse events, leaders becomes highly motivated if they works in positive
enterprise behavior and culture. As a result of which, the employees of the enterprise becomes
efficient and successful. Few researchers have argued that effectiveness of the leadership
behavior mainly depends on certain circumstances such as- organizational behavior, team
homogeneity and organizational climate. Several studies have depicted that leaders play vital
role in bringing about positive change in organization with respect to its culture, behavior,
management innovation and so on. Even though the transformational leaders complements
enterprise rising rigidity and is more effective to the management innovation, it is less important
for the smaller enterprises. In case of small enterprise, transactional leadership behavior is more
vital as the team members find flexibility in introducing to changes within the enterprise. This
reflects that organizational size directly influences the leadership behavior and management
innovation process (Hogan & Coote, 2014).
The findings of these three articles also highlights the rational perspective on the
management innovation. The leaders role in pursuit of the management innovation is generally
relevant through transformational as well as transactional leadership style although this style
requires to be integrated based on the enterprise complexity. Furthermore, bad enterprise culture
can also adversely affect the enterprise behavior and management innovation.
Recommendations
The recommendations regarding effective organizational behavior are provided to the
managers and leaders of the enterprise as they play a vital role within the organizations. These
recommendations are discussed below-

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 The human resource management of the enterprise must focus on recruiting appropriate
leaders as they are the ones who influences management innovation and organizational
behavior.
 The human resource managers of the enterprise must provide training and development to
the leaders so that they enhances their efficiency and capability to improve the enter[rise
culture, create positive organizational behavior and bring about change in management
work.( Briscoe, Tarique & Schuler, 2013)
 The leaders of the organizations must also adopt proper leadership behavior or style
depending on the organizational size. In fact, this will help them to implement effective
strategies within the enterprise and achieve success in work.
 Both the managers and leaders of the enterprise must adopt change in organization
culture after analyzing the market and its competitors. This in turn can help them to gain
competitive advantage over their rivalries.
Conclusions
From the above discussion, it can be concluded that leaders and managers plays
significant role in creating positive enterprise behavior. Their leadership behavior influences
workplace climate, which in turn influences employees well- being and creates resilient as well
as optimist workplace. Moreover, the leadership style adopted by the leaders also influences
them to improve the workplace culture and behavior. It enhances management innovation and
recreates as well as redesigns enterprise structure. Overall, positive organization behavior and
culture influences management work, which in turn influences the organization’s performance
and growth.

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References
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