Co-relation of Leadership and Organisational Behaviour
Organisations have become such a crucial part of our lives. Many times, we come to know of an organisation because of its leader. Organisational behaviour is the product of leadership
Elon Musk never fails to be in the news, along with Tesla and his other businesses. Therefore, this means that there must be some relation between a leader with the organisational behaviour prevalent. Drawing from the same, let’s understand the relationship between Leadership and OB.
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A Brief About Organisational Behaviour
Organisational behaviour, aka OB, is a well-versed term if you ask any MBA graduate. It is a study and application of knowledge about how people, both individuals, and groups, act in organisations. The relationships at every level of the person, group, organization, and social system are analysed in varied combinations. That is why companies using an Organisational behaviour pdf are likely to perform well.
The aim is simple- to build better relationships and achieve objectives on the human, company, and social levels. The definition is as comprehensive and encompasses topics of human behaviour, leadership skills, group dynamics, and many more.
On the other hand, leadership is a quality in which only some can make a mark and impact. It is the one thing that keeps a business from falling apart or into pieces. There are many forms of leadership such as the owner or a CEO, a president, or a manager. All of them have one thing in common; they are valuable assets for their business success in the long run if they are in the right hands.
A Brief About Leadership
Leadership and management is an ever-evolving role and is extremely differentiated. It is the circumstances that determine the kind of leadership required. In a nutshell, it has a very strong correlation with OB, and that’s what we shall now dig deeper into.
Organisations largely determine the leadership style they need which greatly impacts how the organisation performs. In OB, the following leadership and management styles have been commonly observed:
Autocratic
A classic style and fairly common. The layman’s perception of a leader – authoritarian, powerful, individualistic, and decision-making in nature is what falls under this category. Such leaders execute business in accordance with their competencies and understandings, without seeking input from others.
They are proven to be best in businesses that have a smaller hierarchy and benefit from closer supervision. This style is not keenly looked upon as it can be found very dominating, unapproachable, and toxic since absolute power is vested in one individual.
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Laissez-faire
Known as the delegate style, it is quite the opposite of the former. It allows employees to take charge, especially in making decisions. Here, a leader doesn’t lead in the traditional sense and acts more as a resource for the group, still being accountable. Businesses that tend to follow such an approach mostly with self-sustained and independent employees, as they don’t require micromanaging or intense leadership skills. They prefer autonomy.
This style is a poor choice in groups that lack the proper knowledge and expertise to operate on their own, as they need stronger guidance to be efficient and productive. Hence, as easy as it may appear on the leader in question, this style tends to backfire for a business if not well weighed into. Building an Organisational behaviour pdf for the implication of strategies in an accurate format is a good practice.
Transactional
They are the give-and-take leaders who focus on performance and results, and nothing else is of consequence to them. They are goal-oriented and fond of rewards and punishments to ensure supervision. Bonuses, promotions for efficiency, and demotions or penalties for poor productivity are their style of leading. This can help keep employees focused and negate distractions. It is for businesses that struggle to stay on track.
Participative
This reflects a more peer-like relationship between a leader and their employees. There is a democratic format, seeking opinions and constructive feedback, and contribution from employees. This style of leaders is often liked by their staff as there are more interactions and engagement. Employees have a sense of being valued. This is good where decisions can be taken without haste, and there is room for brainstorming.
Transformational
This style is quite complimentary to the transactional style, as it shifts focus to effective communication and engagement between all the different areas of business. It dissipates power from the leader at the top of the system to the overall management when it comes to the responsibilities of motivating and pumping the team with productivity.
The vision is clear, and the business is viewed as a whole when decisions are made and objectives are defined. This style has a uniqueness and impact associated with it as it is meant for organisations that have charismatic leaders with an entrepreneurial streak as their primary competency. However, this keeps the employees inspired and motivated.
This is also a contemporary style like transactional, as the 2 are perceivably less strict and highly adaptable to unprecedented environmental changes. Hence, they often turn out to be quite good in the UCA world we are now in.
The Bottom Line
We now have a fair understanding of how deeply rooted the relationship between leadership and OB is.
Both go hand-in-hand and are expected to be adaptable and dynamic. Â We see many more styles emerging as leadership practices are recalibrating and improvising as do organisational behaviours. Therefore, wait no further, boost your leadership capabilities now by taking online courses on Emeritus. Moreover, Emeritus offers leadership courses to those who want to build their career in this niche. Wait no further and enrol now.
