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Paper No. : I ( Org. Behaviour)

Name : SUDIP SEN

Response Sheet No. : I
.
Question No. 3 : Define leadership. Effectiveness of leaders depend on how
their leadership style inter-relates with situation in which they operate.
Explain the various leadership styles and types of interaction with suitable
examples.
Answer : Leadership can be defined in many forms and there are different methods of
leadership. This is the art of influencing & guiding people so that they strive willingly and
enthusiastically towards the achievement of the group goals. This is an quality of a person
whereby he is able to persuade others to seek group goals enthusiastically.
As per Robert Tannenbaum Leadership is the inter-personal influence exercised in a
situation and directed through communication process towards the attainment of specified
goals.
Various analysis reveals that leadership is a process of influence, a function of stimulation,
related to situation and most importantly must be satisfactory both to employees &
organization.
Leadership process (L) is a function of the leader ( l ), the follower (f), and other situational
(s) variables.
L = f (l, f, s)

In broad sense following are the important theories of leadership :

1)
2)
3)
4)

Trait Theory
Group and Exchange Theory
Social learning Theory
Behavioural Theory

Following three studies have immense importance in the study of leadership :1)

Ohio state leadership studies- This was an attempt to identify various

dimension of leadership behaviourultimately narrowed down the description
of leadership behavior to two dimensions : INITIATING STRUCTURE and
CONSIDERATION.
It tries to portray a suitable leadership style which is combination of
RELATIONSHIP ORIENTATION and TASK ORIENTATION.

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Name : SUDIP SEN

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Question no. 3 : Continued
2)

Michigan leadership studies-This study identified two dimensions of

leadership EMPLOYEE ORIENTATION and PRODUCTION ORIENTATION.
These two orientations parallel the democratic (relationship) and authoritarian
(task) concepts of leadership continuum.

3)

Managerial Grid studies The two dimension of leadership viz. CONCERN

OF PEOPLE and CONCERN FOR PRODUCTION have been demonstrated in the
form of a grid. Five basic leadership styles of practicing managers have been
identified representing various combination of above two factors.

(Low)--- ------ concern for people ---------(High)

The leadership Style Grid ( 5 different types of leadership):

1- 9 Country Club
management-Attention to

9- 9 Team managementHigh Concern for both people

and orduction.

needs of people is most for

satisfying relationships.

5-5 Middle of
the road
1 - 1 Impoverished
management- very low

9- 1 Authority Compliance Efficiency results from arranging

work with minimum human
interference.

concern both for the people and

for the production.

(LOW)------------------------- Concern for production --------------------------- (High)

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Name : SUDIP SEN

Response Sheet No. : I
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Question no. 3 : Continued
The relationship between leadership style and effectiveness suggests that under situation a,
style x would be appropriate; under situation b, style y may be appropriate; and under
situation c, style z may be appropriate. Thus leadership effectiveness is dependent on the
SITUATIONS.
STYLES OF LEADERSHIP
The behavioral pattern which a leader exhibits is known as his style of leadership. Different
leadership styles exist among leaders in different times and in different situations. The
leadership styles in a particular situation are determined by the leaders personalilty,
experience, value system, nature of followers and nature of environment. Followings are the
various important leadership styles which is useful in varying situations :
1.
2.
3.
4.

Autocratic Leadership
Supportive Leadership
Participative Leadership
Delegating or Free Rein Leadership

Autocratic Leadership: It is known as authoritarian or directive style of leadership. The

autocratic leader gives orders which must be obeyed by the subordinates. He centralizes
decision-making power in himself. He takes the decisions for the group without consulting
the group members and simply tells the group what the members have to do. This is a High
Task-Low Relationship orientation style and generally termed as Telling Style.
Supportive Leadership: A democratic leadership style where the leader gives order after
consulting the group. He sees to it that policies are worked out in group discussions and
with the acceptance of the group. His decisions are not one sided because they arise from
consultation with followers and participation by them. This is a High Task-High
Relationship orientation style and generally termed as Selling Style.
Participative Leadership: A leadership style where the leader and followers share the
decision making with the main role of the leader being facilitating and communicating.
This is a Low Task-High Relationship orientation style and generally termed as
Participating Style.
Delegating Leadership: A free rein leader does not lead, but leaves the group almost
entirely to itself. He depends largely upon the group to establish its own goals and solve its
own problems. This is a Low Task-Low Relationship orientation style and generally termed
as Delegating Style.

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Name : SUDIP SEN

Response Sheet No. : I
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Question no. 3 : Continued

Employee's Maturity Level

M1

Skill

Willingness

Type of Employee

Neither having skill nor

willingness to do the task

M2

M3

M4

New in the field but full of

enthusiasm to do the task , needs
training
Working longer time in same job
role , knows the skill but not
willing to do the task.
Knows the job and willing to do
the job. Top Performers.

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Name : SUDIP SEN

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Question no. 3 : Continued
The final component of this theory is defining and assessing four stages of maturity level of
the followers. A good leader needs to first identify the SKILL & WILL level of his team
members. Based on the analysis of Skill & Will ( 1 -> Adequate , 0 -> Not Adequate ) there
may be four different sets of people in the teamevery set will have a different level of
professional maturity , which are termed as M1 , M2 , M3 and M4. The leadership style
needs to suit best as per the maturity level of the team members .
Examples : In few cases Telling style or Autocratic approach of leadership , which is high in
task but low in relationship, is very much needed and mostly used e.g. Military / Police
where commander will just tell the troop what to do and when to do . On the other side ,
in teaching profession , supportive leadership style may be more useful where both directive
and supportive behavioural pattern will be required.
Success of true leadership is lying in continuous reviewing the maturity level of employees
and accordingly in adopting the best suitable leadership style depending upon varying
situations it is a very dynamic role play and needs a very systematic approach in real
life practice.
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Name : SUDIP SEN

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Question No..4. : Define motivation. Critically evaluate contribution of
Mc Gregor to motivation.
Answer : Motivation can be defined as a driving force that stimulates people to
spontaneous action to accomplish the desired goals. It is an inner striving condition which
activates or moves individual into action and continues him in the course of action
enthusiastically.
The term motivation has been derived from the word motive which means anything that
initiates or sustains activity.
While ABILITY is reflected in what you can do, MOTIVATION is reflected in what you will
do with respect to situational factors what you are allowed to do. In the words of VROOM,
Performance (P) is determined by the relationship P = f ( M,A,and E) where M=Motivation,
A= Ability and E=Environment.
Motivation is responsible for variation in direction, intensity and persistence of behavior .
Hence it is responsible for :
1) What we do ( Energy allocation)
2) How hard we do (Intensity)
3) How long we do ( persistence)
There are various theories to define Motivation from different perspectives. Masslows Need
Hierarchy model describes human motivation in a five- stage model like below :
a) Basic Physiological need e.g. Food, Cloths, Air, Water etc which are basic need for
survival and maintenance of human life.
b) Safety and security need After satisfaction of Basic Physiological need, people
wants assurance and maintenance of a given economic level/ They want job security,
security of income, provision for old age etc.
c) Social needs need of social involvement and mixing, exchange of feelings ,
companionship, belongingness etc.
d) Esteem and status need These needs include self-confidence, independence,
achievement, success , knowledge and competence. These needs boost the ego of an
individual.

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Name : SUDIP SEN

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Question No..4. : Continued
e) Self fulfilment needs The final step under the need priority model, what a person
considers to be his mission in his life. After his other needs are fulfilled, he wants to
do something challenging which is beneficial to him in particular and to the society in
general.
This describes how a persons motivation shifts in stage by stage as he grows in his life in
varying situations and economic conditions.

Douglas McGregor, proposed his famous X-Y theory long back in 1960. His theory- x and
theory- y are referred to commonly in the field of management and motivation . X-Y Theory
has key importance while dealing with organizational development and to improving
organizational culture. This is indirectly based upon Maslow's Hierarchy of Needs, where he
grouped the hierarchy into lower-order needs (Theory X) and higher-order needs (Theory
Y). He suggested that management could use either set of needs to motivate employees, but
better results would be gained by the use of Theory Y, rather than Theory X. These two views
theorized how people view human behavior at work and organizational life.
McGregor's ideas suggest that there are two fundamental approaches to managing people.
Many managers tend towards theory x and generally get poor results. Enlightened
managers use theory- y, which produces better performance and results, and allows people
to grow and develop.
Theory X : It is believed that People
are by nature

Theory Y: It is believed that People

are by nature

Inherent dislike for work

Work hard to achieve goals

Avoid responsibility

Willing to assume responsibility

Not able to direct own behavior

Capable of directing own behavior

Neither self motivated nor achievement

oriented

Have need and desire to achieve

Need to be supervised and controlled

Need to be provided with resources to

complete the task

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Name : SUDIP SEN

Response Sheet No. : I
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Question no. 4 : Continued
Theory X ('authoritarian management' style)

The average person dislikes work and will avoid it he/she can.
Therefore most people must be forced with the threat of punishment to work towards
organizational objectives.
The average person prefers to be directed; to avoid responsibility; is relatively
unambitious, and wants security above all else.

Characteristics of the Theory X managers

Typically some, most or all of these:

results-driven and deadline-driven, to the exclusion of everything else

intolerant
issues instructions, deadlines and ultimatums
distant and detached
aloof and arrogant
short temper, shouts
demands, never asks
does not participate
one-way communicator
poor listener
seeks culprits for failures or shortfalls
does not invite or welcome suggestions
takes criticism badly

Theory Y ('participative management' style)

Effort in work is as natural as work and play.

People will apply self-control and self-direction in the pursuit of organizational
objectives, without external control or the threat of punishment.
Commitment to objectives is a function of rewards associated with their achievement.
People usually accept and often seek responsibility.
The capacity to use a high degree of imagination, ingenuity and creativity in solving
organizational problems is widely, not narrowly, distributed in the population.
In industry the intellectual potential of the average person is only partly utilized.

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Name : SUDIP SEN

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Question no. 4 : Continued
Characteristics of the Theory-Y managers
Typically some, most or all of these:

guides and motivates to achieve the target

decent , matured and polite
asks , never demands
Involve and participate
Two-way communicator , Good listener
seeks solutions for failures or shortfalls
always invite or welcome suggestions
takes criticism sportingly
Gives rewards, promotions

McGregor's ideas significantly relate to modern understanding of the human resource

management which provides many ways to appreciate the unhelpful nature of X-Theory
leadership, and the useful constructive beneficial nature of Y-Theory leadership.
His X-Y theory explains the failure of many management systems and introduces the
concept of new ways of management. No man would belong exclusively either to Theory X
or Theory Y. He shares the traits of both in varying degrees under different situations.
Neither of the two is applicable fully in all situations and to all types of employees.
Theory X is broadly applicable to unskilled and uneducated operative workers whereas
Theory Y is more applicable to skilled and educated employees who are mature enough and
understand their responsibility. Although Theory X management style is widely accepted as
poor to others, it has its place in large scale production operation and unskilled productionline work. Many of the principles of Theory Y are widely adopted by types of organization
that value and encourage participation. Professional service organizations naturally evolve
Theory Y-type practices by the nature of their work; Even highly structure knowledge work,
such as call center operations, Research organization, Engineering center etc can benefit
from Theory Y principles to encourage knowledge sharing and continuous improvement.
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