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Introduction
Organizational Behavior (OB) is basically the study of how individuals and people groups act in a given organization. During the study, a system is established where both individuals and people groups are analyzed and classified according to their behavior. It starts with interpreting an individual’s behavior looks at h/her behavior wholesomely, and then interprets people groups; how people behave differently as a group as compared to an individual, then it looks into the whole organization and eventually the whole social system of an organization. Organizational behavior study is done so as to enhance better relationships by achieving all objectives interests in a company, including human, organizational and social objectives. So as to effectively achieve all objectives concerned, an organization has to have goals, values, and visions that form an organizational culture. It is then from this culture that different types of leadership and appropriate communications channels are established. Once the right leadership and mode of communication have been established, personal growth and development, better performances, and both individual and organization satisfaction are easily achieved (Davis 1993).
Background Information
There are four main types of organizational behavior leadership. The first is autocratic, whose base is the power of those in command. In this type of leadership, managerial authority governs the organization, and therefore, employees are expected to obey and depend on those in power as opposed to respecting them. As a result, employees’ performance is minimal since they feel oppressed, and in the long run, organizational objectives are not met. The other type of leadership is custodial leadership. In this kind of leadership, the organization is money-oriented. Employees’ security is heavily dependent on the organization’s economic resources. The organization takes it upon itself to protect advice and protect its employees. The result of this kind of relationship is passive cooperation since employees are not involved in decision-making; theirs is just to depend upon the organization. (Schein 1968)
The third type of organization is Supportive. In this kind of approach, leadership is key as opposed to autocratic and money, where power and money are dominant. Supportive leadership is geared towards helping people to meet their job performance and participation, and as a result, there is growth and accomplishment of both individual and organizational objectives. Since employees’ status and recognition needs are met, employees tend to work better and with a lot of enthusiasm or high spirits if you would like. The fourth type of organizational leadership is collegial. This is the type of leadership is more concerned with creating a team between the Management and the employees. As a result, employees feel more responsible and are self disciplined. The effect of this type of leadership is moderate enthusiasm. (Schein 1968)
Analysis
Under the Management of people for high performance we find that Robert K. and Angelo K in their Organizational behavior book the 8th edition they argue that Management and leadership go hand in hand and a good manager should have good and high leadership qualities to make the organization a success. The authors also say that leadership qualities can be acquired through management training, learning from past work experiences and observing role models. Organizations need good leaders and are seen to be of great value to them. They usually strengthen the workforce with convincing visions of the future and show supportive cultures which bring together the workers to work as one. Leaders also guide their firms through hard crisis and also increase share holder value. When the outcome from good leadership is constructive leaders are rewarded to motivate and energize so that they can play their role more efficiently. Research has also shown that good leaders depend more on the right skills, behaviour, and actions and concentrate less on personal traits. (Robert and Angelo, 1996)
They also conclude that Leaders are the ones that are supposed to initiate the proposals that are passed and programs that are to be done in an organization. They keep the workers and the groups in the organization moving and are vital in suggesting that actions to be done. They help the organization by being the ones on the ground that point out the goals of the organization to the workers so that they can operate from points of knowledge. They help the workers in settling the doubts and come out to clarify on where there are doubts and make the workers have a clear mind in whatever they are doing
Leaders are seen to be the ones that can be used by the organizations to regulate.by influencing the tempo and the direction of the workers and are supposed to ensure that they point out the limits that the workers are supposed to attain and therefore should motivate them to meet the goals of the organization. Leaders are also the point of communication from the organization to the workers themselves and are the ones that pass the message and ensure that whatever they communicate is done. They also pass messages from the workers on their welfare to the top authority and also help negotiate for better terms and conditions so that the workers are motivated to give their best in their work stations. (Robert and Angelo, 1996)
Conclusion
Since leadership in organizational behavior is basically a study of how people behave in a given organization, there is a need for an organization to do an accurate analysis of its employees. It is from this analysis that an organization will be able to able to adapt and structure its leadership. From the four sets of leadership discussed above, there is a need for an organization to choose wisely from the four according to the type of employees it has. There is a need to realize time for change from one form of leadership to another or even combine two or three forms of leadership depending on workability and adaptability. Due to social-economic changes, peoples’ behavior changes quickly, and it is the organization’s responsibility to keep updating their employees’ behavior analysis and change accordingly. Leadership might also need to look into job enrichment and redesign so as to establish the right leadership for different needs that employees might need to make. (Cunningham and Eberle 1990)
Reference
Cunningham J and Eberle T, (1990) “A Guide to Job Enrichment and Redesign,” Newstrom.
Davis K (1993), Human Behavior at Work New York: McGraw-Hill.
Knoster, T Villa, R., and Thousand, J. (2000) A framework for thinking about systems Change Paul H. Brookes Publishing Co.
R. Villa and J. Thousand (Eds.), Restructuring for caring and effective education: Piercing the puzzle together Baltimore: Paul H. Brookes Publishing Co.
Evans R, (1982) the Origin and Growth of Action Learning Hunt, England: Chatwell- Bratt Bickley.
Robert K. and Angelo K (1996) Organizational behavior 8th edition publisher McGraw- Hill Irwin.
Schein, E (1968). “Organizational Socialization and the Profession of Management,” Industrial Management Review, Newstrom.
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