ORGANIZATIONAL BEHAVIOR 9

LEADERSHIPAND ORGANIZATION BEHAVIOR

Author:Precious Otu Ita

Wilmington University

07-13-2016

Inorganizations, people work in groups with specific objectives thatconstitute the overall goal. Understanding the group dynamics and thepersonality traits of individuals is imperative in predicting theoutcomes of a given task. According to Robertson and Barling (2013),organizational leadership relies on the conduct of the workers toproject their productivity and placing them in the most appropriateoccupations. Organizational behavior involves how people interactwithin the groups. The primary aim of OB is to develop highlyproductive relationships by achieving the social, human, andorganizational goals (Kreitneret al., 2003). Leadership is an instrumental tool in organizationalbehavior because it gives direction to the integral parts that definean enterprise. It spearheads the mission, values, and goals of aninstitution.

Roleof Leadership in Organizational Behavior

Themanagement of a company influences the direction taken by theemployees. According to Robbins and Judge (2012), while somebehavioral attributes are inherent, an external party can manipulateseveral of them that are key in improving productivity. The culturethat the members of staff take regarding their attitude towards eachother and specific tasks can be altered by the direction institutedby the leadership (Miner, 2015). In an enterprise, organizationalbehavior is dependent on the character of every department. Managerswho are well acquainted with the overall objectives of theinstitution are in a capacity to head all the sections. Failure toachieve the organizational goals results in the overhaul of theleadership. The rationale for this is that such managers areconsidered as incapable of setting the right pace for the fellowworkers. The responsibility bestowed on the management due to theinability of departments to perform well demonstrates that leadershipand organizational behavior are inseparable.

Secondly,leadership is critical in inspiring employees. The motivation to workis highly influenced by managers through an organizational behaviorthat leads to job (Kreitner et al., 2003). The attitude towards workand the value that employees place on their occupation determinestheir contentment (Pinder, 2014). Dispirited workers accuse theirsupervisors of failing to cater for their needs in the workplace. Thecircumstances lead to reduced performance and consequently laceratethe productivity of the organization. Inspired workers change theirbehavior and attitude. It is the role of the management to influencethe ownership of the organizational activities to elicit contentment.For example, job satisfaction has become an imperative component oforganizational behavior since most companies strive to retain theirbest talents. Nonetheless, the decision to stay or look for greenerpastures depends on the quality of environment availed by the entireleadership.

TransformationalLeadership

Scholarshave developed different theories to explain leadership styles andtheir characteristics. I align with transformational leadershipideology because I consider it to be a model in supporting a viableorganizational behavior. Transformational leadership inclines oninstituting a revolution in an environment by inspiring a wave ofcommitment to the outlined objectives (Avolio &amp Yammarino, 2013). It gives a new meaning to the mission, and it restructures people’sway of approaching the goals (Avolio &amp Yammarino, 2013). Thetheory also disregards the role of an authoritarian leader who givesinstructions and enforces their achievement. Transformationalmanagers mold employees into leaders in their different tasks andtransforms managers into morals agents (Avolio &amp Yammarino,2013). Three major characteristics form the basis of my opinion oftransformational leadership as the most effective.

First,the leadership approach redefines trust, loyalty, and commitment andrespect among the employees by exploiting the attributes of visionand charisma. The trendsetter articulates the vision and explains tothe subjects how to attain it in the most efficient way. The aim isnot to strain their capacity but to idealize the goal beforecommitting them to achieving it. Therefore, any activity in anorganization becomes a link towards a well-discussed objective(Avolio &amp Yammarino, 2013). In our workplace, such a leader wouldbridge the gap that results from various stakeholders perceiving theobjectives differently. A common definition and breakdown thatresults in employees assuming individual responsibility in theirroles can idealize the goal. Avolio and Yammarino (2013) providethat the leader does not act as a ruling figure but rather as anagent of change. While setting the roles, such leaders cannotdelegate responsibilities that they cannot complete. The inclinationto professionalism and ethics gains them confidence and trust of theworkers. The employees also have genuine admiration for their leadersas role models who do not distance themselves from the dailyactivities of the organization.

Secondly,transformational leadership inspires the followers through objectivemotivation. In doing so, the managers create a vision for the futureand shares the ideology for employees to have a similar projection.According to García-Morales et al. (2012), while working at theirdifferent stations, the secondary objective is not the immediatebenefits, but the long-term vision of the institution. I consider themove as appropriate in our occupation. The different roles played byemployees as dictated by their qualifications and positions make thevision ideal. However, some stakeholders especially those performingsubordinate roles or those at the lowest level of the structure mayfeel insignificant. Dvir et al. (2015) agree that transformationalleaders elevate the attitudes of all the employees and emphasize onthe importance of any positive input. The realization that allefforts count paves the way for a wholly supported vision.

Besidesengaging all the workers to contribute towards the shared goal,transformational leadership stimulates innovation among theemployees. Managers who adopt this approach focus on self-reflectionand autonomy of the employees. According to Carter et al. (2013),they intensify the workers capacity to address the problems indifferent environments without overly relying on the direction of theorganizational leadership. In addition, they realize the importanceof maintaining an environment that triggers learning and sharing ofknowledge. A process invented by employees leads to increasedmotivation and job satisfaction (Braun et al., 2013). They alsobecome sensitive to the changing environment as the conventionalmethods they use for problem-solving become surpassed by emergentchallenges. The creativity that transformational leaders invest inbecomes an asset since it makes the workers dynamic and able to copewith the changing situations.

Conclusion

Inconclusion, organizational behavior contributes to the directiontaken by an institution. It is a vital input in achieving theobjectives and the long-term vision. Leadership is instrumental inshaping the conduct and attitude of employees. The heads ofdepartments are responsible for inspiring, motivating and sharingknowledge among the workers. Transformational leadership isapplicable in different work environments. It encourages the staff toown the organizational goals and triggers their creativity.Revolutionary managers change workplaces and redefine the rolesplayed by the employees in various positions. All the activities in asetting become links towards achieving the desired objective.

References

Avolio,B. J., &amp Yammarino, F. J. (Eds.). (2013). Transformationaland charismatic leadership:Theroad ahead.United Kingdom U.K: Emerald Group Publishing. Retrieved fromhttps://books.google.com/books?id=QOl-iKC2IJkC&ampprintsec=frontcover&ampdq=Avolio,+B.+J.,+%26+Yammarino,+F.+J.+(Eds.).+(2013).+Transformational+and+charismatic+leadership:+The+road+ahead.+United+Kingdom+U.K:+Emerald+Group+Publishing&amphl=en&ampsa=X&ampved=0ahUKEwjXrNvNg4HOAhUG3GMKHQEmDEEQ6AEIIzAB#v=onepage&ampq&ampf=false

Braun,S., Peus, C., Weisweiler, S., &amp Frey, D. (2013). Transformationalleadership, job satisfaction, and team performance: A multilevelmediation model of trust.The Leadership Quarterly,24(1),270-283. Retrieved fromhttp://www.sciencedirect.com/science/article/pii/S1048984312001075

Carter,M. Z., Armenakis, A. A., Feild, H. S., &amp Mossholder, K. W.(2013). Transformational leadership, relationship quality, andemployee performance during continuous incremental organizationalchange. Journalof Organizational Behavior, 34(7),942-958. Retrieved fromhttp://onlinelibrary.wiley.com/doi/10.1002/job.1824/pdf

Dvir,T., Eden, D., Avolio, B. J., &amp Shamir, B. (2015). Theimpact of Transformational Leadership. NewYork, N.Y: Routledge. Retrieved fromhttp://mario.gsia.cmu.edu/micro_2008/readings/dvir_etal_2002.pdf

García-Morales,V. J., Jiménez-Barrionuevo, M. M., &amp Gutiérrez-Gutiérrez, L.(2012). Transformational leadership influence on organizationalperformance through organizational learning and innovation. Journalof Business Research, 65(2012),1040-1050. Retrieved fromhttp://iranakhlagh.nipc.ir/uploads/influence_15512.pdf

Kreitner,R., Kinicki, A., &amp Buelens, M. (2002). Organizational behaviour.McGraw Hill.

Miner,J. B. (2015). Organizationalbehavior 1: Essential theories of motivation and leadership.New York, N.Y: Routledge. Retrieved fromhttps://books.google.com/books?id=kUO5NWwaySYC&ampprintsec=frontcover&ampdq=Miner,+J.+B.+(2015).+Organizational+behavior+1:+Essential+theories+of+motivation+and+leadership.&amphl=en&ampsa=X&ampved=0ahUKEwj6qIqZhIHOAhVP-mMKHYoMA7cQ6AEIHDAA#v=onepage&ampq&ampf=false

Pinder,C. C. (2014). Workmotivation in organizational behavior.New York, N.Y: Psychology Press. Retrieved fromhttps://books.google.com/books?id=9RoKBAAAQBAJ&ampprintsec=frontcover&ampdq=Pinder,+C.+C.+(2014).+Work+motivation+in+organizational+behavior.+New+York+N.Y:+Psychology+Press.&amphl=en&ampsa=X&ampved=0ahUKEwjk3NKxhIHOAhUW4mMKHYhEAukQ6AEIMDAE#v=onepage&ampq&ampf=false

Robbins,S. P., &amp Judge, T. (2012). Essentialsof organizational behavior.Boston: Pearson. Retrieved fromhttp://ceit.aut.ac.ir/~sa_hashemi/My%20Teachings/BS-CEIT-Organizational%20Behaviour%20Management/Z-Books%20&amp%20Resources/Stephen%20P.%20Robbins_Organizational%20Behavior%20full.pdf

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