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    OB-TEXT

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    of 8

    LEADERSHIP

    QUALITIES OF A GOOD LEADER


    There is no one set definition of a good leader. One person with exceptional
    leadership qualities may differ from another leader, but that doesn't
    necessarily make one more effective than the other. The mark of a good
    leader has earned their team's respect and is willing to assist with the
    workload to accomplish the group's goal.

    Strong leaders are vital, particularly in an ever-evolving world. From


    community organizations and volunteer groups to professional associations
    and corporations, effective leaders ensure that people work together
    cohesively to accomplish their goals.

    1. Empathy

    An empathetic leader can recognize the feelings of others and will attempt to
    understand their perspective. According to Mc Gregor, “When a leader tries to
    be an empathetic leader, he will naturally form stronger bonds with his team.”
    Empathy is one of the best ways to nurture professional relationships, as it
    allows a leader to be aware of the feelings of others and to recognize how the
    decisions that leaders make impact the team at large.

    Corporations and businesses across all industries are finding that empathetic
    leaders can create a better workplace culture that is more inclusive and, as a
    result, more productive. Empathetic leaders allow everyone to feel like they
    are a valued part of the team.
    2. Integrity

    Naturally, integrity is at the top of the list as one of the most critical leadership
    qualities. According to Center for Creative Leadership, integrity is particularly
    critical for those who wish to serve in an executive leadership position at some
    point in their career.

    A leader with integrity is honest and relies on his own moral compass and
    values to make decisions for the organization. An individual with a strong
    sense of integrity is motivated to do what is right simply because it is right.
    They will make that same decision whether they have an audience in public or
    whether they are working in private.

    People known for having integrity are also generally considered to be


    respectful, approachable, fair, honest and trustworthy, which is another
    reason why it is essential for truly effective leadership.

    3. Self-Awareness

    It is the ability to be aware of how a leader’s actions, thoughts, and decisions


    impact others. Self-aware individuals know that they have a distinct set of
    strengths and weaknesses. They can rely on their strengths to improve the
    organization and the team and seek assistance to compensate for their
    shortcomings.

    Self-awareness is essential for anyone in a leadership position because it


    allows the leader to know their own strengths and limitations.

    4. Effective Communication Skills

    In order to become an impactful leader, one must also work to become an


    effective communicator. Communication skills are some of the most sought-
    after competencies in professionals across all industries because good
    communicators know how to work well with others. A good communicator is
    one who:

     Listens to others and understands their needs.


     Clearly and effectively states what needs to be completed.
     Delegates tasks.
     Relies on appropriate technology to deliver a message in the most
    effective way.
    A leader who has effective communication skills can be clear, concise, and
    organized in their direction. In addition, they also have an open-door policy,
    making the team aware that they are available to listen at any time.

    5. Growth Oriented Mindset

    Leaders who have worked on developing a growth mindset are often more
    resilient, flexible, and adaptable. In the face of adversity, an individual with a
    growth mindset does not feel discouraged. Instead, they feel empowered to
    rise to the challenge and overcome the roadblocks they face.

    A growth mindset is the belief that people can change and improve, even
    when they make a mistake or suffer a setback. An individual with a growth
    mindset knows that he can continue to enrich his skills and abilities to become
    a better version of himself.

    6. Patience

    Patience is more than just a virtue — it's a skill that can be improved over
    time. The best leaders are patient and they wait for the right opportunities.
    They are aware that they are not perfect, and neither are their team members,
    so they are willing to accept mistakes and encourage growth.

    Being a patient leader does not necessarily mean being passive or accepting
    slow results. Instead, it means that leaders are willing to gently guide and
    nurture those around them so that they have the freedom to become the best
    version of themselves in a positive and uplifting environment.

    7. Optimism

    The most admired leaders are known for their optimistic outlook. They can
    stay positive in the face of adversity, and they genuinely believe that the
    organization will continue to improve over time.

    While optimistic leaders can look on the bright side, it's important to note that
    they do not necessarily ignore negative experiences or frustrating setbacks.
    They acknowledge these situations, but they can look at them through a
    positive lens. They recognize a challenge but view it as an opportunity to grow
    and improve.
    As an optimistic leader, one can inspire a team to adopt a more positive
    outlook and focus on the best aspects of any situation.

    8. Decision-Making

    Decision-making is a critical component of leadership, and the best leaders


    can swiftly make clear and fair decisions. The fact of the matter is when a
    leader is in a leadership position, his team relies on him. A leader is the
    person who can show them the right path. As a result, they expect a leader to
    be able to make a decision that will benefit the team and allow the group to
    accomplish its goals in the shortest amount of time.

    Leaders who have honed other leadership qualities, such as integrity, trust,
    and courage, are generally better decision-makers and feel more confident as
    they make choices for their organization.

    Other qualities

    Passion

    Vision

    Collaboration

    Team Building Skills

    Punctuality and Time Management

    Adaptability

    Curiosity

    Listening Skills

    Sense of Responsibility

    Courage

    Strong moral values


    FOUR UNIQUE STYLES OF LEADERSHIP

    Servant Leadership

    Transactional Leadership

    Laissez Faire Leadership

    Charismatic Leadership

    Servant Leadership : While servant leadership is a timeless concept, the


    phrase “servant leadership” was coined by Robert K. Greenleaf in The Servant as
    Leader, an essay that he first published in 1970. In that essay, Greenleaf said:
    “The servant-leader is servant first… It begins with the natural feeling that one
    wants to serve, to serve first. Then conscious choice brings one to aspire to lead.
    That person is sharply different from one who is leader first; perhaps because of
    the need to assuage an unusual power drive or to acquire material
    possessions…The leader-first and the servant-first are two extreme types. Between
    them there are shadings and blends that are part of the infinite variety of human
    nature.
    A servant-leader focuses primarily on the growth and well-being of people and the
    communities to which they belong. While traditional leadership generally involves
    the accumulation and exercise of power by one at the “top of the pyramid,” servant
    leadership is different. The servant-leader shares power puts the needs of others
    first and helps people develop and perform as highly as possible.

    Transactional Leadership: The transactional style of leadership was first


    described by Max Weber in 1947 and then by Bernard Bass in 1981. This style is
    most often used by the managers.
    It focuses on the basic management process of controlling, organizing, and short-
    term planning. The famous examples of leaders who have used transactional
    technique include McCarthy and de Gaulle.
    The main goal of the follower is to obey the instructions of the leader. The style
    can also be mentioned as a ‘telling style’.The leader believes in motivating through
    a system of rewards and punishment.

    Laissez Faire Leadership : Laissez-faire leadership, also known as Delegative or


    free-rein leadership, is a management style where leaders give their team members
    autonomy and allow them to make decisions without much interference. In this
    style, leaders provide resources and tools, but remain uninvolved in the day-to-day
    work.

    Charismatic Leadership : Charismatic leadership is a leadership style in


    which the leader uses communication, charm, and interpersonal connection to
    inspire and motivate others. Charismatic leaders are often confident,
    empathetic, and optimistic. They use their communication skills to influence
    others, and can create a sense of trust, purpose, and passion in their teams.

    Charismatic leaders are often valuable in organizations that are struggling or facing a
    crisis. They can help their teams move towards a greater goal by:
     Displaying a positive attitude
     Showing empathy
     Telling stories
     Using humor
     Reading the mindset of people

    Charismatic leaders reach their audience effectively and


    authoritatively through clear communication and articulation, as well
    as promote an environment of collaboration and teamwork. They are
    also sensitive to the needs of others and make changes to benefit
    those around them.

    Examples : NELSON MANDELA, MARTIN LUTHER KING JR.


    Link for the text related to Historical Evolution of O.B.

    https://ebooks.inflibnet.ac.in/mgmtp13/chapter/evolution-of-organisational-behaviour-i/

    GROUP COHESIVENESS

    Cohesion

    Cohesion can be thought of as a kind of social glue. Cohesive groups are those in
    which members are attached to one another and act as one unit. Generally speaking,
    the more cohesive a group is, the more productive it will be and the more rewarding the
    experience will be for the group members. Members of cohesive groups tend to have
    the following characteristics:

    They have a collective identity;

    they experience a moral bond and a desire to remain part of the group;

    they share a sense of purpose,

    working together on a meaningful task or cause; and

    they establish a structured pattern of communication.

    The fundamental factors affecting group cohesion include the following:

     Similarity. The more similar group members are in terms of age, sex, education,
    skills, attitudes, values, and beliefs, the more likely the group will bond.
     Stability. The longer a group stays together, the more cohesive it becomes.
     Size. Smaller groups tend to have higher levels of cohesion.
     Support. When group members receive coaching and are encouraged to support
    their fellow team members, group identity strengthens.
     Satisfaction. Cohesion is correlated with how pleased group members are with
    each other’s performance, behavior, and conformity to group norms.

    GROUP DYNAMICS
    Group dynamics in organizational behavior is the study of how groups form,
    their structure and process, and how they function. It also studies how groups
    affect the behavior and attitude of members and the organization. Group
    dynamics is a unique blend of interactions that shape the groups' identity and
    distinct behavioral pattern. It is relevant in both formal and informal groups of
    all types.

    Group dynamics can result in:


     Synergy: A group with members of a positive attitude can have an output that is more
    than double every time
     Job satisfaction: Group dynamics can result in job satisfaction for members
     Team spirit: Groups can infuse team spirit among the members
     Cohesion and cooperation: Participants find it easier to establish their own ground rules
    and define their operating procedures

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