Bus/520 Week 1

BUS 520 Organizational Behavior

1. Discuss the role of leadership and how it can impact organizational performance.
Employees can either be more productive therefore making the company more successful and leadership roles are important within a company can impact organizational performance positively or negative. There are many roles a leader can take to have a productive successful company. Effective leaders set goals, open communication with subordinates, have trust, agenda that lead to meaningful effective meetings. The role of a leader is to influence the behavior actions of its subordinate in order to carry out the measureable goals of the organization. Most leadership styles fall into four models. The style of the model reflects
Theory Y is based on a set of beliefs that managers should take an empowering approach to management. The average human does not inherently dislike work. Depending on controllable conditions, work may be a source of satisfaction. Rules, top-down managerial control, and the threat of punishment are not the only means for achieving organizational goals. Employees will exercise self-direction and control in the service of goals to which they are committed. The average person learns, under proper conditions, not only to accept but to seek responsibility. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution to organizational problems is widely, not narrowly, distributed in the population. Based on the above model trait leader role in Theory Y, the leader is there to motivate and direct the motivation of the employees toward organizational goals. Theory Y leaders rely more on the self-control and self-direction of their subordinates. Theory X allows for more individual accountability through micromanagement and workplace techniques while Model Y utilizes more self-monitoring techniques. Leaders don’t necessarily stick to model but they can exercise both models. There are other models that can come into play with leaders such as the Situational Leadership and the V-Room
He devised a process that moved it towards those goals and implemented a management system to ensure the company obtained those goals. His approach he felt was mandatory since the leadership prior to his arrival led to catastrophic financial loss of over 12.6 billion in 2006 another 2.7 billion in 2007 in an evitable recession of 2008-2009. His effective leadership style led to major stream lining of the Ford product to accelerate development of new products and create a global enterprise for automotive