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ORGANIZATIONAL BEHAVIOR

CASE STUDY ANALYSIS

Book Name :- Organizational Behavior

Authors:-Stephan P.Robbins,timothy A.judge and Seema Sanghi

Title:-Leadership

Page Number:- 442

Case Title:-Moving from colleague to supervisor

QUESTION – 01

A lot of new managers err in selecting the right leadership styleswhen they move into management.Why do you think this happens?

Yes.Many managers do this error.Before that we have to understand about leadership and its applications.It helps to understand clearly this case.

Leadership

Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience. To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are not resting on their laurels. Leadership Styles Overview

When developing your leadership skills, one must soon confront an important practical question, "What leadership styles work best for me and my organization?" To answer this question, it's best to understand that there are many from which to choose and as part of your leadership development effort, you should consider developing as many leadership styles as possible.

Three Classic Leadership Styles

One dimension of has to do with control and one's perception of how much control one should give to people. The laissez faire style implies low control, the autocratic style high control and the participative lies somewhere in between.

The Laissez Faire Leadership Style
The style is largely a "hands off" view that tends to minimize the amount of direction and face time required. Works well if you have highly trained and highly motivated direct reports. The Autocratic Leadership Style

The autocratic style has its advocates, but it is falling out of favor in many countries. Some people have argued that the style is popular with today's CEO's, who have much in common with feudal lords in Medieval Europe. The Participative Leadership Style

It's hard to order and demand someone to be creative, perform as a team, solve complex problems, improve quality, and provide outstanding customer service. The style presents a happy medium between over controlling (micromanaging) and not being engaged and tends to be seen in organizations that must innovate to prosper.

Situational Leadership

Situational Leadership. In the 1950s, management theorists from Ohio State University and the University of Michigan published a series of studies to determine whether leaders should be more task or relationship (people) oriented. The importance of the research cannot be over estimated since leaders tend to have a dominant style; a leadership style they use in a wide variety of situations. Surprisingly, the research discovered that there is no one best style: leaders must adjust their leadership style to the situation as well as to the people being led.

The Emergent Leadership Style

Contrary to the belief of many, groups do not automatically accept a new "boss" as leader. We see a number of ineffective managers who didn't know the behaviors to use when one taking over a new group. The Transactional Leadership Style

The approach emphasizes getting things done within the umbrella of the status quo; almost in opposition to the goals of the transformational leadership. It's considered to be a "by the book" approach in which the person works within the rules. As such, it's commonly seen in large, bureaucratic organizations.

The Transformational Leadership Style

The primary focus of this leadership style is to make change happen in: • Our Self,
• Others,
• Groups, and
• Organizations
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