UNIT 5

1.Explain about Leadership theories?

Leadership theories in Organizational Behavior (OB) explore different approaches to

leadership and how they influence workplace dynamics, motivation, and decision-making.
Here are some key leadership theories relevant to OB:

1. Trait Theory

• Suggests that leaders possess inherent traits like confidence, intelligence, and
decisiveness.

• Assumes that leadership qualities are innate rather than developed.

2. Behavioral Theory

• Focuses on learned behaviors rather than inherent traits.

• Includes leadership styles such as autocratic, democratic, and laissez-faire.

• Emphasizes that leadership can be cultivated through experience and training.

3. Contingency Theory

• Proposes that leadership effectiveness depends on the situation.

• Different leadership styles work best in different organizational contexts.

• Examples include Fiedler’s Contingency Model and the Path-Goal Theory.

4. Situational Leadership Theory

• Leaders adapt their style based on the competence and maturity of followers.

• Developed by Paul Hersey and Ken Blanchard.

• Encourages flexibility in leadership approaches.

5. Transformational Leadership Theory

• Leaders inspire and motivate followers to achieve beyond expectations.

• Focuses on vision, innovation, and personal development.

• Examples include leaders like Steve Jobs and Nelson Mandela.

6. Transactional Leadership Theory

• Based on structured rewards and punishments.

• Leaders focus on maintaining order and efficiency.

 • Common in corporate and military settings.

7. Leader-Member Exchange (LMX) Theory

• Examines the relationship between leaders and followers.

• Suggests that strong leader-member relationships improve performance and job

satisfaction.

8. Servant Leadership Theory

• Leaders prioritize the needs of their team and organization.

• Focuses on ethical leadership, empathy, and community-building.

9. Charismatic Leadership Theory

• Leaders use personal charm and influence to inspire followers.

• Often associated with visionary and persuasive leadership styles.

2.Explain in detail about Quality of Work life?

Quality of Work Life (QWL) refers to the overall quality of an employee’s experience at the
workplace. It encompasses how satisfied, motivated, and secure employees feel in their job,
and how well the organization supports their physical, emotional, and professional well-
being.

QWL is a key factor in employee retention, productivity, job satisfaction, and organizational
success. It represents the balance between work and personal life, opportunities for growth,
a safe working environment, and respectful workplace relationships.

characteristics that influence quality of work life:

i. Attitude of the Employee:

Specifies that an employee who is entrusted with a particular job should have sufficient
skills, knowledge, and expertise in performing his/her work, willingness to learn, and
openness for creativity and team spirit.

ii. Fair Compensation and Job Security:

Specifies that employees should be offered compensation in proportion to their skills,

knowledge, experience, and performance. If compensation paid to employees is not directly
proportional to the performance of the employee, it may lead to greater employee
discontent and lack of productivity on the part of employees. Job security provided to
employees in the form of permanent employment also improves QWL.
iii. Personal and Career Growth Opportunities:

Imply that an organization should provide employees with opportunities for personal
development and growth. Proper training and development programs should be organized
from time-to-time in order to help employees to accept higher job responsibilities in future.

iv. Balance between Personal and Professional Life:

Means that an organization should provide proper leisure and relaxation time to its
employees, so that they can maintain a balance between their personal as well as
professional life. They should not be overburdened or pressurized with extra work and
should not be sent on unplanned business travels or untimely transfers.

v. Nature of Job:

Refers to the type of job allocated to an employee. It means that if routine, dull, and
monotonous jobs are allocated to employees, then it would lead to boredom and decline in
QWL, but if the nature of job is such that it offers recognition, growth, creativity, and
opportunities of advancement then it leads to improvement in QWL.

vi. Level of Stress:

Needs to be reduced, as stress is harmful for an individual. If the level of stress, which an
individual faces on job is high, his/her productivity and efficiency to work would decline,
thus, leading to a decrease in QWL. An organization should provide a stress free
environment to its employees so that they can work productively towards the goals of the
organization.

vii. Risk and Reward:

Means that a job, which is risky and challenging, is paid more, as Compared to the job that
requires less risk, challenge, and enthusiasm. Rewards provided to an employee must be
directly proportional to the risk and responsibilities involved in that job. Rewards act as a
proper motivational tool to enhance the morale of its workers.

viii. Participative Style of Leadership:

Encourages employees’ participation and involvement that is employees feel themselves as

a part of the organization and this develops a feeling of belongingness in them. They offer
innovative and creative ideas and suggestions to managers, which in turn helps in
improvement in overall work processes and environment. Recognition provided to them, in
turn, helps in motivating them to perform better.

ix. Career Prospects:

Refer to opportunities for career growth and advancements. If an employee is performing

well, he/she should be rewarded by providing growth prospects.
x. Fun at Workplace:

Refers to various contests, games, and quizzes that should be organized from time-totime
among employees, so that they enjoy while working. Games, such as tam bola, dumb
charade, can be planned at times, so that employees feel relaxed and tuned to their work.

xi. Alternative Work Arrangement Techniques:

Refer to programs, such as flexi-time and compressed workweek, play a vital role in
enhancing QWL of employees.

3.Write short notes on

I. Socio Technical Design

Socio-Technical Design (STD) is an approach to organizational development that
emphasizes the interaction between people (the "social" system) and technology
(the "technical" system) in the workplace.
Socio-Technical Design (STD) is an approach that considers both social and technical
aspects in system development to ensure balance between human needs and
technological efficiency. It recognizes that organizations and workplaces function
best when technology is designed in harmony with human processes.
Key Principles of STD:
Integration of Social & Technical Systems – Aligning technology with human
interactions for better outcomes.
Flexibility & Adaptability – Developing systems that accommodate change and
evolving user needs.
Collaborative Decision-Making – Encouraging stakeholder participation in system
design.
Workplace Efficiency & Job Satisfaction – Creating environments where humans and
technology complement each other.

II. Performance Work Practices

High-Performance Work Practices (HPWPs) are workplace strategies designed to
enhance employee productivity, engagement, and organizational success. They focus
on optimizing work processes for better efficiency and innovation.
Common HPWPs Include:
1.Selective Hiring – Recruiting the best talent that fits both the role and
organizational culture.
2.Employee Involvement – Encouraging participation in decision-making and
problem solving.
3.Performance-Based Compensation – Rewarding employees based on results and
achievements.
 4.Job Security – Providing stability to build trust and loyalty.
5.Teamwork and Collaboration – Fostering a cooperative and inclusive work
environment.
6.Employee Training & Development – Continuous learning to enhance skills and
career growth.
7.Work-Life Balance Initiatives – Promoting flexible schedules and wellness
programs.
8.Open Communication & Transparency – Building trust between employees and
leadership.

4.Write a brief note on Behavioural Performance Management?

Behavioral Performance Management (BPM) is an approach to evaluating and
improving employee performance based on observable behaviors rather than
subjective assessments. It focuses on reinforcing positive behaviors and modifying
ineffective ones to enhance productivity and workplace efficiency.

Key Aspects of BPM

• Behavior-Based Evaluation – Uses structured methods like the Behaviorally
Anchored Rating Scale (BARS) and Behavioral Observation Scale (BOS) to assess
employee actions.
• Performance Measurement – Tracks specific behaviors linked to job success,
ensuring objective assessments.
• Feedback and Reinforcement – Encourages continuous improvement through
constructive feedback and rewards.
• Employee Development – Helps employees understand expectations and refine their
skills.

Advantages
• Improves accuracy in performance evaluations.
• Reduces bias by focusing on measurable behaviors.
• Enhances employee motivation through clear expectations.

Challenges of BPM:
• Resistance to Change: Employees may be hesitant to alter habitual behaviors.
• Inconsistent Application: Lack of uniformity in implementing reinforcement
techniques.
• Ethical Concerns: Over-reliance on punishment can create a negative work culture.
• Measurement Issues: Difficulties in quantifying certain behavioral changes.
 Example of BPM in Practice:
A retail store implements a BPM strategy to reduce customer complaints. After
identifying that slow service is the main issue, the management:
1. Sets a goal of reducing service time by 20%.
2. Introduces rewards (e.g., employee of the month) for meeting targets.
3. Provides feedback on customer satisfaction metrics.
4. Continuously monitors staff performance and adjusts strategies as needed.

5.Explain in detail about Styles, Activities and Skills of Great Leaders?

Leadership in Organizational Behavior (OB) refers to the ability of individuals to influence,

guide, and inspire teams toward achieving organizational goals. Effective leaders exhibit
distinct styles, activities, and skills that shape workplace dynamics and employee
motivation.

1. Leadership Styles

Leadership styles define how leaders interact with their teams and make decisions. Some
common leadership styles in OB include:

a. Autocratic Leadership

• Leader makes decisions independently with minimal input from subordinates.

• Best suited for situations requiring quick decision-making.

• Can lead to efficiency but may reduce employee engagement.

b. Democratic Leadership

• Encourages participation and collaboration in decision-making.

• Enhances employee motivation and creativity.

• Works well in dynamic and innovative environments.

c. Laissez-Faire Leadership

• Provides minimal supervision, allowing employees to take initiative.

• Effective for highly skilled and self-motivated teams.

• Can lead to confusion if employees lack direction.

d. Transformational Leadership

• Focuses on inspiring and motivating employees to exceed expectations.

• Encourages innovation and personal development.

• Leaders act as role models and visionaries.

e. Transactional Leadership

• Based on structured rewards and punishments.

• Emphasizes efficiency and goal achievement.

• Common in corporate and military settings.

f. Servant Leadership

• Prioritizes the needs of employees and fosters a supportive work environment.

• Encourages ethical leadership and community-building.

• Strengthens trust and collaboration.

2. Leadership Activities

Great leaders engage in various activities to drive organizational success:

a. Vision and Goal Setting

• Define clear objectives and align them with organizational strategy.

• Communicate a compelling vision to inspire employees.

b. Decision-Making and Problem-Solving

• Analyze challenges and make informed decisions.

• Encourage creative solutions and risk assessment.

c. Employee Development and Coaching

• Provide mentorship and training opportunities.

• Foster a culture of continuous learning.

d. Conflict Resolution

• Address workplace disputes effectively.

• Promote open communication and collaboration.

e. Performance Management

• Set expectations and evaluate employee contributions.

• Provide constructive feedback and recognition.

f. Change Management

• Guide teams through organizational transitions.

• Ensure adaptability and resilience.

3. Leadership Skills

Successful leaders possess essential skills that enhance their effectiveness:

a. Communication Skills

• Ability to convey ideas clearly and listen actively.

• Encourages transparency and trust.

b. Emotional Intelligence

• Understanding and managing emotions in oneself and others.

• Strengthens relationships and team cohesion.

c. Decision-Making Skills

• Ability to analyze situations and make strategic choices.

• Balances risks and opportunities.

d. Adaptability and Resilience

• Navigates challenges and embraces change.

• Maintains composure under pressure.

e. Motivational Skills

• Inspires employees to achieve their best performance.

• Uses recognition and encouragement effectively.

f. Strategic Thinking

• Plans for long-term success and organizational growth.

• Aligns leadership actions with business objectives.

SHORT ANSWERS
1.What is Job Design?

Job Design is the process of organizing tasks, duties, and responsibilities into a specific
job to achieve certain objectives. It determines how a job is structured, what activities it
includes, and how it fits within the organization.
Key Points:
• It involves defining what tasks are to be done, how they should be done, and
who will perform them.
• The goal is to improve employee satisfaction, efficiency, and productivity.
 • Good job design balances the needs of the organization with the skills and
interests of employees.
Example:
Designing a customer service job that includes handling inquiries, resolving complaints,
and documenting customer feedback.

2.What is Quality of Work Life?

Quality of Work Life (QWL) refers to the overall quality of an employee’s experience at the
workplace. It encompasses how satisfied, motivated, and secure employees feel in their job,
and how well the organization supports their physical, emotional, and professional well-
being.

QWL is a key factor in employee retention, productivity, job satisfaction, and organizational
success. It represents the balance between work and personal life, opportunities for growth,
a safe working environment, and respectful workplace relationships.

3.What is performance management?

Performance Management is a continuous process by which organizations set goals,

monitor progress, evaluate outcomes, and develop employees' skills to improve
overall performance and achieve organizational objectives.
• It aligns individual and team goals with the organization's strategic goals.
• Involves regular feedback, coaching, and appraisal.
• Helps identify training needs and career development opportunities.
• Focuses on enhancing both employee performance and organizational success.

Example:
A manager regularly reviews an employee’s work, provides feedback, sets new targets,
and supports skill development throughout the year.

4.What is the difference between Leader and Manager?

Focus Inspires and motivates people Plans, organizes, and controls resources
Implements policies and maintains
Approach Creates vision and drives change
stability
Manages tasks and ensures day-to-day
Role Influences and guides people
operations
Builds relationships and encourages
Goal Achieves organizational goals efficiently
innovation
Risk-taking Willing to take risks Prefers minimizing risks
Power Based on personal influence and
Based on formal authority
Source charisma
Orientation People-oriented Task-oriented
In short:
• Leaders focus on vision and inspiration.
• Managers focus on execution and control.

5.What is Meant by Reinforcement?

Reinforcement is a concept from behavioral psychology used to encourage or discourage

certain behaviors by applying consequences. It involves strengthening a behavior by
following it with a reward or removing a negative condition.

Types of Reinforcement:

1. Positive Reinforcement:

o Adding a pleasant stimulus to increase a behavior.

o Example: Giving praise or bonuses for good performance.

2. Negative Reinforcement:

o Removing an unpleasant stimulus to increase a behavior.

o Example: Stopping frequent supervision when an employee performs well.

6.Define Punishment?

Punishment is a behavioral concept that involves applying an unpleasant consequence or

removing a positive stimulus to decrease or eliminate an unwanted behavior.

• It aims to reduce the likelihood of a behavior recurring.

• Can be positive punishment (adding a negative consequence) or negative punishment
(taking away a positive reward).
• Used to correct mistakes or discourage inappropriate actions.
Example:
• Positive punishment: Giving a warning or penalty for tardiness.
• Negative punishment: Taking away privileges for not meeting deadlines.