DireDawa University

College of Business and Economics

School of post
Graduates MBA program (weekend)

OB INDIVIDUAL ASSIGNMENT

Preparedby:Ebsa Beyan

Submitted to: Dr.Mulugeta Girma

Date: October 2023

DireDawa, Ethiopia
1. There is an argument that the leader is ‘born’ or ‘learn’. Which argument
do you support? Justify your argument with the different theories of
leadership.
I support the argument of leaders are learn
There are many confusion between statements that whether the leader are born or learn.
However many theories are support thoughts of leaders are learn not born. There are several
reasons why it can be justified that leaders are learn.
Firstly, leadership is a skill, and like all skills, it can be learned and developed over time. While
some people may have certain inherent qualities that make them more natural leaders. But
anyone can not become a good leader without proper training, practice, and guidance. Secondly,
leadership is not a static trait that is either present or absent in individuals. People can become
leaders at different stages of their lives or careers based on the experiences and challenges they
face. They may learn from their mistakes, successes, and failures to develop their leadership
abilities. Thirdly, leadership is a constantly evolving field, and as new challenges emerge, there
is a need for leaders to adapt and learn new skills and techniques. Effective leaders must be able
to manage change, identify new opportunities, and respond to emerging trends in their industries.
They must continue to learn and grow to stay relevant and effective. Finally, learning and growth
are key components of successful leadership. Leaders who are committed to improving
themselves, their team, and their organization are more likely to achieve success, build strong
relationships, and foster a positive culture. There are several theories of leadership that suggest
that leaders are learned, including:
1. Transformational leadership: This theory emphasizes the importance of a leader's ability to
inspire and motivate followers to achieve shared goals. Transformational leadership can be
learned through training, development, and experience.
2. Situational leadership: According to this theory, effective leadership depends on the leader's
ability to adapt to different situations and followers. Situational leadership skills can be learned
through training and experience.
3. Behavioral leadership: This theory focuses on the actions and behaviors of effective leaders,
rather than their innate traits or qualities. Behavioral leadership can be learned through modeling,
feedback, and coaching.
4. Servant leadership: This theory emphasizes the leader's responsibility to serve the needs of
others, rather than their own interests. Servant leadership can be learned through self-reflection,
empathy, and practice. Overall, these theories suggest that leadership is a skill that can be
developed and honed over time, rather than an innate trait that individuals are born with.
Empirical evidence for leaders are learn
A 1955 article in the Harvard Business Review promoted a view of leadership as a set of skills
that can be acquired and developed through effort. In other words, leaders can be made. Then in
the 1990s, skills-based approaches emerged to focus on capabilities. By gaining knowledge and
developing beneficial skills (capabilities), people can improve their effectiveness as leaders.
Leaders were encouraged to work on individual attributes (i.e., cognitive ability, motivation and
personality), build competencies (such as problem-solving skills, social judgment skills and
knowledge), learn from previous experience and use available resources efficiently.Leadership is
a journey, not a destination. It is a marathon, not a sprint. It is a process, not an outcome.(John
Donahoe )
According to Humphreys (2001), leadership is the most studied and least understood area in the
social sciences. However, most of the definitions are related to the trait, ability, skill, behavior
and relationship (Northouse, 2007) that shows that the leadership field of study rushed from one
fad to another (Yukl, 2010).The trait theories concentrate on leaders’ certain personality
characteristics whereas the behavioral theories focus on the behaviors of the leaders. For
instance, what leaders do and how leaders act (Northouse, 2004).
he underlying assumption of behavioral theories of leadership is that, it is possible to learn
leadership behavior and styles through training (Allen, 1998). In this regard, Ohio and Michigan
studies are considered significant contributions in the development of behavioral theories.
The first contribution was from Ohio State University researchers (i.e. Stogdill, Coons, Halpin &
Winer, Fleishman) who came up with some influential theories of leadership that remained
popular during 1950s and 1960s (Gill, 2006). They worked on leadership behaviors in military
(Stogdill & Coons, 1957) and found that leadership styles are practiced in different ways. Most
of the time, they influenced their followers by initiating structure and consideration. In initiating
structure, the leaders organize work, define the tasks and schedule the work activities for their
followers. In consideration, they develop an atmosphere of respect and trust with the followers.
The effective leaders use both initiating structure and consideration at the same time at different
degrees (Stogdill & Coons, 1957).
The second major contribution in development of behavioral theories is from the University of
Michigan studies (researchers include Katz & Kahn). They identified ‘concern for task’ (product
oriented) and ‘concern for people’ (employee oriented) behaviors as common leadership
behaviors (Blake and Mouton, 1994, Likert, 1967, Gill, 2006). This model of leadership
behaviors was called the managerial grid (Blake & Mouton, 1994) and then renamed as
leadership grid. The production-oriented behavior focuses on the technical aspects of task
accomplishment. According to Goldsmith (2003), effective leadership is the best fit between the
behavior, context and the need. In order to fully understand the effectiveness and the
performance of leaders, it is necessary to understand the situation in which they lead.
Conclusion of my thought: Leadership is not about a particular personality, title or position.
Instead, leadership is hard work, developed over time through intentionality, trial and error, and
the study of human nature. Leaders must thoughtfully consider each scenario and potential
responses before they occur. Like war games where military leaders strategize options, leaders
assess what could go wrong and plan responses given the circumstances and resources. Because
of this leaders are not born.
2.You are the president of the diversity who is affiliated from different
corners of Ethiopia. If you initiate change in your organization and get
varieties of response from your employees in which some of them want to
stabilize statuesque, others support the change practice and the remaining
members are in confusion.
Is a diversity curse or blessing?

● It may be blessing
As the president of the diversity organization, I believe that diversity is a blessing. More depends
on Organizational behavior. It is what makes our organization unique and helps us to better serve
our community. While there may be different opinions among our employees about the changes
we are proposing, it is important to listen to all perspectives and work towards a consensus that
benefits everyone. workplace diversity is strong even from a business viewpoint because it
stimulates innovation, invention, and creating new ideas that cannot be possible with
homogeneous environments (Amin et al., Citation 2022).Through open communication and
collaboration, we can find a way forward that embraces our diversity and strengthens our
organization.
On one hand, diversity can bring fresh perspectives, ideas, and creative solutions to an
organization. It can promote innovation and spark greater collaboration and cohesion among
members. It can also foster respect, empathy, and understanding for different cultures, traditions,
and experiences. Diversity not only accelerates change (Burke, 2009; Guillory, 2007)
organization undertakes change implementation (Marsella, 2009). These include perceptions of
danger to gender, social class, and religion). However, the perceptions of diversity can
complicate its dynamics can also be a critical driving force for change (Viljoen-Terblanche,
2008). Moreover, managing diversity can require additional time, resources, and effort from
leaders, which can be seen as a burden. To lead an organization effectively, a leader must
recognize the benefits of diversity and find ways to mitigate its potential drawbacks.Marsella
(2009). Research has consistently shown that diverse teams produce better results, provided they
are well led. The ability to bring together people from different backgrounds, disciplines,
cultures, and generations and leverage all they have to offer, therefore, is a must-have for leaders
(Ibarra and Hansen 2011: 71). Most oil and gas companies has gone global and has made
diversity a strategy to get the best out of people they carryout operations in their territory. Royal
Dutch Shell an oil major said if you want the best from an environment work with its indigenes
and your work will be effective(Shell 2013).Discourage the managers to addressing issues of
diversity because they are concerned that productivity and morale will suffer as a result;
disagreements and tensions among workers may lead to employees refusing to work together
(Esman, Citation2019).
a) Why such differences happen in your organizations?
Employees from diverse backgrounds have different experiences and views, which is why they
are able to bring varying solutions to the table. Thus, the best solution can be chosen sooner,
which leads to faster problem-solving.Studies show that people of diverse backgrounds also tend
to view information-gathering and knowledge-sharing differently, which helps to bring a variety
of resources, skill sets and attitudes to a project.It is about understanding embracing and
celebrating therich dimensions of and groups from a broad spectrum of demographic each other
and moving beyond simple tolerance to (2003). Diversity is a reality created by individuals
diversity contained within each individual(Satus, and philosophical differences(Micah, 2004).
Different backgrounds, beliefs, and values can create tension and friction, leading to
communication breakdowns and productivity challenges. captured some of the many and
complex diversity markers (e.g., ethnic, racial, age, survival, an unjust or unfair situation,
competition for limited resources, and the availability of normal pathways for resolution
(Marsella, 2009). Differentiation is happen because of behavioral difference and other
personality traits like attitude, perception, self control, understanding and knowledge and
seniority at work place.
b. How do you manage these differences?
To successfully manage the challenges of a diverse workforce, organizations have emphasized
understanding the root cause of diversity and found that diversity management can address the
problem and enhance problem-solving and decision-making power (Pelled, 1996). Managing
diversity means acknowledging people's differences and recognizing these differences as
valuable; it enhances good management practices by preventing discrimination and promoting
inclusiveness. To understand and manage the dynamics of workforce diversity researchers have
remarkably explored the outcomes of diversity at an individual level (Chatman and Flynn, 2001),
group level (Schippers et al., 2003;Leslie, 2017) and organization level (Richard and Johnson,
2001;Armstrong et al., 2010). Individual-level outcomes are such as commitment,
absenteeism,satisfaction and turnover (Tsui et al., 1992). The group-level outcomes are conflict,
cohesion,creativity, group performance and idea generation (Williams and O’Reilly, 1998).
Human resource specialists are equipped to make aggressive moves to improve the organization's
work and climate. Zapata-Barrero, (2015) Leaders who embrace diversity must cultivate an
environment of inclusion, encourage dialogue, and actively seek out diverse perspectives.
Leaders must also model open-mindedness, respect, and fairness, and seek out training and
coaching to develop cultural competence.
3). Do you think the managers have to be researchers? Justify your view with
practical examples and empirical evidences.
I don't agree at all but If managers are researchers more useful
The Modern Management Industry and People Analytics employ research to assess the viability
of their operations since it is necessary for a business to understand what its customers want;
similarly, research aids in the knowledge of customer desires and the reduction of risk and losses.
Businesses can utilize research to ensure adequate product distribution. For example, based on
the findings of the research, managers will be able to determine which areas of production can be
increased. In-house research is required to increase employees' professional and personal
potential through training and mentorship.managers can also be researchers and study the
phenomena at their workplaces that allow addressing the challenges they face.According to
Akihito et al. (2017), research allows one to gain an understanding of an event or occurrence that
they do not understand, for example, something that has no been studied before or an area where
the amount of evidence is insufficient to make concrete conclusions.
An understanding and compliance with the ethical standards for business research is another
factor that is a necessity when considering the alignment between the role of a manager and that
of a researcher ( Morelli & Perry, 2017). Qualitative research also requires individuals to use
designated approaches to data interpretation, such as selecting keywords, finding patterns in the
answers of the respondents, and other approaches (Indeed Editorial Team, 2021). According to
Henry Mintzberg, any manager performs a cluster of roles that allow them to work for their
organization effectively (“Mintzberg’s managerial roles,” n.d.). In this regard, being a leader and
entrepreneur, under Mintzberg’s classification, is helpful since such managers are interested in
promoting the business and finding solutions to existing problems.
In this regard, being a leader and entrepreneur, under Mintzberg’s classification, is helpful since
such managers are interested in promoting the business and finding solutions to existing
problems. However, this on its own is not enough to become a researcher since the latter requires
specific knowledge and skill set. When combing the understanding of the traditional managerial
roles and the specifics of the research studies, their preparation, and development, there is a set of
requirements that allow one to be an effective researcher. Creativity and systematic thinking
should be mentioned as well when discussing the conjunction of an academic researcher with the
role of a manager. Mainly, creativity and systematic thinking, as useful Morelli and Perry (2017).
manager has to have an excellent understanding of the theories that guide the practice of
managerial work, such as the theories of motivation, leadership, organizational effectiveness
orelli and Perry (2017) A good example is the changing nature of the workplace, which is the
result of the Fourth Industrial Revolution (4IR), where managers have to find new ways of
motivating employees.
Example of Gillette razor and Apple
Gillette is a successful American brand. It has features of safe cutting-edge technology. It has
well research managers which makes these brands far ahead of other brands. Every year they
conduct market research projects for global Gillette Corporation of proctor & gamble which
show their quality of work. Apple management conducts hundreds of research work before
launching their iPhones, iPod’s and watches. Every year they research hard to make their brand
design, features, and applications differ from other competitors

There is empirical evidence to suggest that managers can benefit from research skills. According
to a study published in the Journal of Management, managers who engage in evidence-based
decision making (EBDM) tend to make better decisions and experience better organizational
outcomes. EBDM involves using research evidence to guide decisions, which requires managers
to have strong research skills.

For example, during the global pandemic, companies needed to make quick decisions to adapt to
the uncertain situation. The managers who had research skills and were able to analyze the data
related to the demand and supply situation, worker safety protocols, government guidelines, and
customer feedback, were able to guide their companies strategically and make better decisions.

Another example of research skills that managers can benefit from is the ability to conduct
surveys or focus group interviews to gather insights on their customers' needs and preferences. In
a study by Phelan et al. (2018), managers who used these research methods had a better
understanding of their customers' preferences and were able to improve their products.

n conclusion, empirical evidence suggests that managers can benefit from research skills when making
decisions that impact their organizations. Research skills can help managers to gather and interpret data
accurately and make more informed decisions. In today's complex and dynamic business environment, the
ability to make evidence-based decisions is becoming increasingly important for managerial success.

Journal Reference:

Kari Keating et al. Developmental Readiness for Leadership: The Differential Effects of
Leadership Courses on Creating “Ready, Willing, and Able” Leaders. Journal of Leadership
Education, October 2014
Aggarwal et al., 2004 P. Aggarwal, J. Tanner Jr, S. Castleberry Factors affecting propensity to
leave: A study of sales people Marketing Management Journal, 14 (1) (2004), pp. 90-102
How nurses become leaders: Perceptions and beliefs about leadership development Journal of
Nursing Administration, 28 (9) (1998), pp. 15-20 J. Antonakis,
The nature of leadership Sage Publications, Thousand Oaks, CA (2004) Ardichvili and
Kuchinke, 2002
Human Resource Development International, 5 (1) (2002), pp. 99-117 Asrar-ul-Haq and
Kuchinke,
May ( 2020 )Equality Diversity and Inclusion An International Journal ahead-of-print(ahead-of-
print)
Akihito, T., Hiroyuki, Susumu, & Koichi. (2017). Role of managers in the fourth industrial
revolution: From the viewpoint of comparing Japan and the United States (Japanese).