Organizational Behaviour Report: Leadership, Change, and Motivation

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1ORGANISATIONAL BEHAVIOUR
Organisational Behaviour and Management of People
Topics Chosen: Leadership, Managing Change and Motivation to work
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Table of Contents
1. Definition of each from at least two (2) authors..........................................................................3
2. Two (2) theories for each of the topics, outlining their differences............................................4
3. With reference to BT Group plc, give concrete evidence of how they have applied any two (2)
of the theories..................................................................................................................................7
References......................................................................................................................................10

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1. Definition of each from at least two (2) authors
Leadership
Leadership has many definitions because different people have different perspective regarding
leadership. Few of the well famous definition of leadership by well-known personalities are as
follows: According to Eisenhower (2014), leadership can be defined as the art of getting things
and tasks done that you want from someone else with their own agreement. Through this
definition, the author has expressed that leadership is an art, as it is possessed by very few people
only. Through leadership, individuals are influenced and motivated to do such things, which are
for their interest as well as of leader’s interest.
Another definition of leadership provided by Drucker (2012) is that leadership is not about
magnificent and attracting personality, as this can be acquired through fluent tongue. Leadership
is also not about influencing individuals and making friends as it come under flattery. The real
meaning of leadership is uplifting of individual’s visions and raising the performance standards
of the individual along with developing his personality out of his normal limits.
Managing change
Managing change is defined by Primer (2016), as the process of making or bringing change in
certain areas through planned and systematic manner. From the above definition, the author
wants to state that managing change is nothing but bringing change in some sort of regions and
then carrying and channelling that change is a well-planned manner. Therefore, it can be said
that managing change is very similar to controlling changes in the desired manner. Managing
change has been defined by Bevan (2011) as the process of application of different techniques
and principles over human aspects of implementing initiatives of major changes occurred within
the setting of an organisation
Motivation to work
Pinder (2014) has defined motivation to work as the process concerned to psychology, which
focuses on providing purposes and direction to the behaviour at workplace. That means,
motivation to work is the phenomenon, which makes the workers or individuals work in the

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organisation by giving them direction to work and purpose to work. Herzberg (2017) defined
motivation to work is the expansion of energy for accomplishment of goals and rewards.
Motivation to work activates inert energy in people and set their actions in motion. Motivation to
work is a function that generates passion in people for taking actions in an organisation.
2. Two (2) theories for each of the topics, outlining their differences
Leadership:
Contingency theory of leadership:
The contingency theory is an approach, which is mainly used in management and leadership.
According to Pyle (2015), this theory states that the efficiency of a leader is only found when he
or she is contingent with the responsibilities. Besides, it also states that the leader is only call a
true leader when he or she can match their activities according to the situation and requirements.
However, it is an organisational theory, which states that there is no definite way to lead or guide
a company or organisation, rather to make a balance between the internal and external situations.
As opined by Baker (2011), the optimization of the performance of an organisation can be done
only when the leader is capable to apply their knowledge in proper condition.
Trait theory of leadership
As mentioned by Comodromos (2011), the trait theory is an application of psychology, which
proposes an approach to make a clear observation on the different personalities of the human
beings. In this theory, the users are interested to measure the traits of the respective individuals,
mainly to those who are used to showing a particular pattern and behaviour in a place. However,
according to this theory, the traits are a part of the personality of someone. This can be relatively
stable for some time or can be changed. Besides, these can be changed in different times, or
remain consistent irrespective of the situation. Conversely, it can be stated that the traits are
something, which may or may not be within a person and this defines the characteristics of the
person in different situations.
In leadership, the principle differences between contingency and trait theory of leadership is that
in first case, the leadership should be based on the situation, whereas the later is based on the

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identification of the pattern of leadership (Baker, 2011). The later is a psychological approach,
which identifies the reason behind someone’s behaviour, whereas in the former case, the ability
of efficiency of the individual in providing leadership is evaluated on how he is dealing in
different situations.
Managing Change
Lewin’s Change management theory:
As opined by Obisi (2011), change is a common and most normal phenomenon, which directs
towards the positivity of a business. This helps to make the improvement of an organisation. The
proper management of change is thus highly required for an organisation. However, according to
this theory, the management of change is a familiar concept of the organisations in recent era. By
using this concept, the organisation helps in moving towards the planned approach within an
organisation to manage the change. This is done by a 3-step way, which is unfreezing, transition
and freeze. In this way, the organisation firstly unfreezes the previous concept and checks the
loopholes (Parker, 2014). Then the organisation should change whatever it is required and then
freeze the changes.
ADKAR model:
ADKAR model is another approach, which is used for management of the changes within an
organisation. This not only helps in guiding the organisation towards changes but it also guides
the individual to adapt required change. This model is based on 5-steps, which explains the name
of the theory. These are awareness, desire, knowledge, ability and reinforcement. At first, the
organisation makes awareness for implementing changes. In this step, the requirements of the
organisation for change are evaluated. As organisation should possess desire for implementing
change, the organisation must gather required knowledge and identify the ability of the
organisation to implement changes (Aworemi et al. 2011). Besides, the skills and behaviours of
the organisation to support the change are also identified. Finally, the organisation must reinforce
to make the change permanent in the organisation and maintaining it. According to Wilson
(2011), the former approach in management of change within an organisation is a based on three
steps, which rotates in a circular way. However, in case on the later one, it is mainly focussed on
the steps to implement the changes within an organisation successfully.

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Motivation to work
Herzberg's two-factor theory for motivation for work:
The Herzberg's two-factor theory is introduced by Frederick Herzberg in the year 1959.
According to Comodromos (2011), his theory is a two-factor model, which states that the
motivation of an employee depends on two different things. This is a theory stated that the
motivation is dependent on the psychology of the employee, which is dependent on two
individual factors, which are responsible for maintaining and ensuring job satisfaction. As
mentioned by Buse (2011) the two factors included in this context are categorized in two broad
classes. One is direct factor, which directly makes the individual motivated for performing a task
by ensuring the satisfaction for the job. Another one is the indirect factor, presence of which is
not directly motivating the employee, but the absence of it may reduce the satisfaction.
Vroom's expectancy theory for motivation for work:
As mentioned by Abeysekera and Dawson (2015), the Vroom’s expectancy theory states that the
behaviour of an individual is a resultant of having different choices. When the individual is
provided with several alternatives within the organisation, it helps him to identify the right one
from all. On the other hand, having of several choices within an organisation increases the
motivation of an employee. This theory suggests that the principle goal of the organisation in
providing different choices to the employee is to maximize the satisfaction of the employees for
performing a task and minimizing the grievances. According to Parker (2014), this option
increases the expectancies of the employee. However, this theory suggests that the factors, which
are influencing the employee, should be based on their respective personalities, knowledge,
experiences and abilities. Having choices satisfying all such factors will retain the satisfaction of
the employee by meeting his expectation.
In the first case, the Herzberg's two-factor theory states that the employee is modified by two
different factors. The first one is influencing the individual actively by motivating them and
making satisfaction for the task. On the other hand, the other factor is not helping the individual
in motivating himself or herself, but absence of it may cause dissatisfaction (Herzberg, 2017).
However, the second theory states that the organisation should provide various options for the
employee, so that they can feel more comfortable and motivated for performing a task. The

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selection from multiple options will retain the job satisfaction of the employee, which is reflected
by increased motivation for them.
3. With reference to BT Group plc, give concrete evidence of how they have applied any
two (2) of the theories
British Telecom is also known a BT Group plc, is a famous multinational company is
telecommunications, which is having headquarter in London, in UK. This organisation is holding
their business for several years and operating in more than 180 countries. According to PAN et
al. (2013), the company is the largest provider of broadband, mobile and telephone lines
overspreading their business in UK. Besides, the organisation is also involved in providing of IT
services and television subscriptions for several years. As the organisation is dealing their
business in multiple countries, dealing with multiple employees should be performed within the
organisation (risks, 2018). In addition, as the company is also managing their business in
multiple countries, the organisation must implement a proper strategy for managing the
employees at different backgrounds. BT Group has faced major issues, as the Huawei equipment
was exposing the telecom networks to a new security risk (risks, 2018). It was found that there
was major identification of the shortcomings of the engineering processes that have exposed in
the UK telecom network, creating long-term issues in management and mitigation. Hence, this
raised issues in cultural barriers, and along with the managerial issues, which needs to be
supervised by the British authorities working well.
The cross-cultural barriers should be managed by the organisation by implementing a proper
leadership and motivation theory within the organisation. As mentioned by Kushalappas et al.
(2014), the organisation therefore introduces a proper plan, which would be helpful in not only
retaining the satisfaction of the employees but also improving the overall performance of the
organisation. To manage this, the organisation can introduce the proper theories, which are
relevant in managing the workforce by introducing the leadership and motivating them for
performing tasks in different disciplines.
In case of, BT group plc, the organisation can implement Contingency theory of leadership in
managing the taskforce for the organisation. As mentioned by Huffman (2014), as the
organisation is dealing with multiple workforces of different backgrounds, a proper need to be

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implemented within the organisation. As in this case, the efficiency of the leader is dependent on
the way he or she manages the different situations, therefore, it can be the only step, which can
be implemented for ensuring the overall development of the organisation. In this case, the leaders
should be capable enough to mange different demands of the employees. In addition, Shah
(2014) commented that this would ensure the effective management of the employees. Different
disciplines of the organisation should be managed by this act. On the other hand, the
coordination among different disciplines can also be performed by this theory of leadership.
According to Sofat et al. (2014), the leadership is the only way, which can ensure the overall
development of the organisation by managing and is an important aspect of the overall
performance of the organisation, which can also be retained by implementing a proper
leadership. Therefore, in this case, the contingency of the leadership should be implemented,
where the leaders will be able to manage different disciplines of the organisation.
On the other hand, Lepper and Greene (2015) commented on the importance of management of
change within the organisation. It has been concluded that the change is the primitive driving
force of the organisation, which helps in the improvement of the organisation. In addition, the
change is stated as the most important factor, which makes the organisation eligible to be more
efficient, and withstand in the present scenario. However, the management of change is also
important, which helps the organisation to introduce the change in a regulated way. Therefore, it
is a responsibility of the organisation to introduce a proper theory and plan to implement change
within the organisation. In this case, the above-mentioned theory can be applied for the
organisation, in case of introducing the changes. As in this theory, the organisation can be
introduced by the effective leadership; this will help in making the proper assessment of change
within the organisation.
Sofat et al. (2014) commented that motivating the employees is also an important factor, which
should be implemented within the organisation, along with implementing an effective leadership
and change management. The motivation of the employees is considered as the driven factor,
which ensures the forward progression of the organisation. In case of BT Group plc, the
management can use the Vroom's expectancy theory for motivating the employees. In this case,
the employees would be provided with several options regarding their tasks, among which they
would be able to select the task. This would not only motivating them, but also helps in retaining

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their satisfaction for the task. It has been proven for increasing the satisfaction for the employees,
which is reflected on the increased motivation of them for a task. In this case, the employees
would consider themselves as an important part of the organisation, which makes them
motivated for performing within an organisation. As mentioned by Shah (2014), this will not
only maximize the rate of satisfaction of the employees, but it will minimize the difficulties of
the employees. In addition, it can also be stated that the performance of the employees would
always increases if their difficulties are reduced. On the other hand, providing of the options for
a task will also reduces the difficulty in performing. This will provide some additional support to
the employees so that their quality of work can be improved.
As mentioned by Abeysekera and Dawson (2015), the theory states that, following this theory,
the organisation cannot implement the change first, but it checks the previous plan situated
within the organisation. In addition, the leaders are efficient enough to handle the impacts of
change. The organisation can use the theory by implementing the proposed change, and then
manage the employees properly (Lepper and Greene, 2015). However, the organisation can also
implement the theory, so that it can help them in assessing the ability of the organisation for
implementing change and monitoring for identification of the effectiveness of the change after it
is implemented.

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References
Abeysekera, L. and Dawson, P., 2015. Motivation and cognitive load in the flipped classroom:
definition, rationale and a call for research. Higher Education Research & Development, 34(1),
pp.1-14.
Aworemi, J.R., Abdul-Azeez, I.A. and Durowoju, S.T., 2011. An empirical study of the
motivational factors of employees in Nigeria. International journal of economics and finance,
3(5), pp.227-233.
Baker, J.V., 2011. The effects of change management on employee engagement: Using lean
principles to increase engagement. California State University, Long Beach.
Bevan, R., 2011. Keeping change on track. Journal for Quality and Participation, 34(1), p.4.
Buse, K.R., 2011, May. Why they stay: Individual factors predicting career commitment for
women engineers. In First International Conference on Engaged Management Scholarship.
Comodromos, G., 2011. Beyond transformational change: incremental transformational change
in institutions. Journal of Modern Accounting and Auditing, 7(4), p.424.
Drucker, P., 2012. Management challenges for the 21st century. Routledge.
Eisenhower, D., 2014. What is leadership. Eisenhower website http://www. eisenhower.
archives. gov/all_about_ike/quotes. html. Accessed March (2014).
Herzberg, F., 2017. Motivation to work. Routledge.
Huffman, M., 2014. Using motivational interviewing through evidence-based health
coaching. Home Healthcare Now, 32(9), pp.543-548.
Kushalappas, S. and Pakkeerappa, P., 2014. Participative leadership style: An effective tool for
change management. International Journal of Organisational Behaviour & Management
Perspectives, 3(3), p.1095.

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Lepper, M.R. and Greene, D. eds., 2015. The hidden costs of reward: New perspectives on the
psychology of human motivation. Psychology Press.
Obisi, C., 2011. Employee performance appraisal and its implication for individual and
organisational growth. Australian Journal of Business and Management Research, 1(9), p.92.
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Pyle, J.J., 2015. A motivational interviewing education intervention for home healthcare
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