Determining Your Perfect Position

Organizational behavior – An Open Perspective

The organizational behavior is concerned with all aspects of how organizations influence the behavior of individuals and how individuals in turn influence organizations with a unique mission of applying the concepts of behavioral sciences to the pressing problems of management, and, more generally, to administrative theory and practice (Iyer, 2003). The aim is to maximize the capabilities and efficiency of every person, including the system, which works under the umbrella of an organization. As the broad approach in the problems about the organizational behavior, there is always be the uncertainty and uncontrollable internal and external environment that affects the performance of the organization. The problems presented should e taken for analytical reasons in answering various issues.

Leadership in Organization

There is no accepted definition of leadership but it is considered as a complex phenomenon that touches on many other important organizational, social, and personal processed. The leadership process depends on the influence, whereby people are inspired to work to achieve the corporate goal, not through the coercion but in motivation. Much more, leadership appears to be like an inherited power where everybody is following without any questions.

An ideal leader has the following traits such as having the strong drive for responsibility; focus on completing the allotted task, and with vigor and persistence in pursuit of goals. Other than that, an effective leader can solve the problems in unique ways but with appropriate judgment and basis and he is willing to accept the consequences all his decisions and actions. A leader should also the ability to influence the behavior of others and the capacity to establish a strong system (Bolden, 2004).

Situational Leadership = Participative

Most studies concluded that there is no right leadership style that will fit for every manager under all circumstances. Therefore, there is a development of situational theories to indicate that the style to be used is dependent upon the situation, the people, the task, the organization, and the other environmental variables. Accordingly, the managers who are relationship oriented do better in all other situations and exhibit more participative style of leadership (Bolden, 2004).

Leaders under the participative style need to become increasingly adaptable in the issues of uncertainty and managing complexity. The qualities of openness, empathy, integrity and self-awareness became a priority and more participative leadership style whereby the leader not only involves colleagues, but listens, is responsive to feedback and delegates responsibility (Bolden, 2004). Encourages the staff to be a part of the decision making and keeps the staff informed about everything that affects their work and shares in decision making as well as problem solving responsibilities.

Strengths and Weakness

The participative style of leadership is focused in the highly competent employees or workers. If the organizational meet the undesirable employees or the people who do not care in participating, there is a great chance that the leadership style is not that effective in implementing operational changes or resolving the individual or group problems.

The leadership style is effective in the following situations as the leader wants to keep staff informed about matters that affect them. They provide opportunities for staff to develop a high sense of personal growth and job satisfaction. In addition, the organization can easily adapt to the changes through the encouragement, team building and participation

Comparison of Theories of Leadership

Different leaders are holding different assumptions and demonstrate different approaches to leadership. In the past studies, the Theory X leaders preferring an autocratic style and Theory Y leaders prefer a participative style (Bolden, 2004).

In autocratic leadership, usually the basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. Although the employee need that is met in subsistence still the performance result is minimal. This leadership style can deal with different kinds of problems and challenges that he can clearly identify the goals that will lead the business to its success. In addition, a leader also allows the employees to figure the best way to achieve the said goals. Here, the leader informs the employees that what they should do and how should they accomplish the task.

But in foreign countries, organizations place high value on the importance of participative decision-making and prefer to have independence and autonomy in their job. Most people prefer the relationship-oriented leadership style because there is a room for communication and the employees can manage their own career growth (Yu and Miller, 2005). Therefore, there is a high concern for the idea of team management that refers to the participation of the employees and production – which is the most effective type of leadership behavior (Bolden, 2004).

Conclusion

The study of organization and the behavior of the human being can readily open another kind of system perspective. There are factors to be considered in analyzing the organizational behavior such as the human sentiments and attitudes. Certain outcomes can be experience like for example in the side of a manager. He/she can use the knowledge gain in organizational behavior by conceptualizing every framework, able to understand the individual skills, and seeking experience needed to facilitate effective performance in the workplace.

References:

Bolden, R., (2004). “What is Leadership?” Research Report Center for Leadership Studies. Accessed 14 Jan 2010, from http://www.scribd.com/doc/15263673/What-is-leadership.

Iyer, M., (2003). “Organizational Behavior – Defining the Field”: A Book Review on Organizational Behavior of W. Jack Duncan. HR Folks International. Accessed 14 Jan 2010, from http://www.hrfolks.com/articles/orgn%20mgmt/organizational%20behavior.pdf

Yu, H., & Miller, P., (2005). “Leadership Style, the X Generation and Baby Boomers Compared in Different Cultural Contexts.” Leadership & Organization Development Journal, Vol. 26, No. 1.