Organizational Change and Stress Management

1 Contrast the forces for change and planned change

Forces for Change
Force Examples
Nature of the More cultural diversity
workforce Aging population
Increased immigration and outsourcing
Technology Faster, cheaper, and more mobile computers and handheld devices
Emergence and growth of social-networking sites
Deciphering of the human genetic code
Economic shocks Rise and fall of global housing market
Financial sector collapse
Global recession
Competition Global competitors
Mergers and consolidations
Increased government regulation of commerce
Social trends Increased environmental awareness
Liberalization of attitudes toward gay, lesbian, and transgender employees
More multitasking and connectivity
World politics Rising health care costs
Negative social attitudes toward business and executives
Opening of new markets worldwide

• Change involves making something different.

• When change is an intentional, goal-oriented activity it is planned change.
➢ There are two goals of planned change:
➢ Improve the ability of the organization to adapt to changes in its environment.
➢ Change employee behavior.
• Change agents are those responsible for managing change activities.

2 Describe ways to overcome resistance to change

Individual Sources
Habit: To cope with life’s complexities, we rely on habits or programmed responses. But when
confronted with change, this tendency to respond in our accustomed ways becomes a source of
resistance.
Security: People with a high need for security are likely to resist change because it threatens their
feelings of safety.
Economic factors: Changes in job tasks or established work routines can arouse economic fears
if people are concerned that they won’t be able to perform the new tasks or routines to their
previous standards, especially when pay is closely tied to productivity.
Selective information processing: Individuals are guilty of selectively processing information in
order to keep their perceptions intact. They hear what they want to hear, and they ignore
information that challenges the world they’ve created
Organizational Sources
Structural inertia: Organizations have built-in mechanisms—such as their selection processes
and formalized regulations—to produce stability. When an organization is confronted with change,
this structural inertia acts as a counterbalance to sustain stability.
Limited focus of change: Organizations consist of a number of interdependent subsystems. One
can’t be changed without affecting the others. So limited changes in subsystems tend to be nullified
by the larger system.
Group inertia: Even if individuals want to change their behavior, group norms may act as a
constraint.
Threat to expertise: Changes in organizational patterns may threaten the expertise of specialized
groups.
Threat to established power relationships: Any redistribution of decision-making authority can
threaten long-established power relationships within the organization.
Overcoming Resistance to Change
Communication: Communicating the logic of a change can reduce employee resistance on two
levels.
Participation: It’s difficult to resist a change decision in which we’ve participated. Assuming
participants have the expertise to make a meaningful contribution.
Building Support and Commitment: When employees’ fear and anxiety are high, counseling
and therapy, new-skills training, or a short-paid leave of absence may facilitate adjustment.
Develop Positive Relationships: People are more willing to accept changes if they trust the
managers implementing them. One study surveyed 235 employees from a large housing
corporation in the Netherlands that was experiencing a merger.
Implementing Changes: Fairly One-way organizations can minimize negative impact is to make
sure change is implemented fairly. procedural fairness is especially important when employees
perceive an outcome as negative.
Manipulation and Cooptation: Manipulation refers to covert influence attempts. Twisting facts
to make them more attractive, withholding information, and creating false rumors to get employees
to accept change are all examples of manipulation.
Selecting People Who Accept: Change Research suggests the ability to easily accept and adapt
to change is related to personality some people simply have more positive attitudes about change
than others.
Coercion: Last on the list of tactics is coercion, the application of direct threats or force on the
resisters.
The Politics of Change
• Change threatens the status quo, making it an inherently political activity.
• Politics suggests the impetus for change is more likely to come from:
➢ Outside change agents.
➢ Employees new to the organization who have less invested in the status quo.
➢ Managers slightly removed from the main power structure.
3 Compare the four main approaches to managing organizational change
Ans approaches to managing organizational change
➢ Lewin’s Three-Step Model

Stage 1 - Unfreezing: This is the first stage of transition and one of the most critical stages in the
entire process of change management.
Stage 2 - Movement: This stage can also be regarded as the stage of Transition or the stage of
actual implementation of change.
Stage 3 - Freeze (Refreezing): During this stage, the people move from the stage of transition
(change) to a much more stable state which we can regard as the state of equilibrium.
➢ Kotter’s Eight-Step Plan for Implementing Change
✓ Establish a sense of urgency by creating a compelling reason for why change is
needed.
✓ Form a coalition with enough power to lead the change.
✓ Create a new vision to direct the change and strategies for achieving the vision.
✓ Communicate the vision throughout the organization.
✓ Empower others to act on the vision by removing barriers to change and
encouraging risk taking and creative problem solving.
✓ Plan for, create, and reward short-term “wins” that move the organization toward
the new vision.
✓ Consolidate improvements, reassess changes, and make necessary adjustments in
the new programs.
✓ Reinforce the changes by demonstrating the relationship between new behaviors
and organizational success.
Action research: a change process based on the systematic collection of data and selection of a
change action based on what the analyzed data indicate.
✓ Five steps: Diagnosis, Analysis, Feedback, Action, and Evaluation.
✓ Provides at least two specific benefits:
• It is problem-focused.
• It reduces resistance to change.
Organizational development
Organizational development (OD): a collection of change methods that try to improve
organizational effectiveness and employee well-being.
 • OD methods value human and organizational growth, collaborative and
participative processes, and a spirit of inquiry.
• Focuses on how individuals make sense of their work environment.
The six interventions for change agents are:
Sensitivity training: The Sensitivity Training refers to the unorganized meeting held between the
group members, generally fewer in number, away from the workplace to gain the insights of their
own as well as others behavior.
Survey feedback: Survey Feedback is tool which provides an organization with an honest opinion
of what their present or future customers think about them and helps them in taking an informed
decision.
Process consultation (PC): Process consultation (PC) is the creation of a relationship with the
client that permits the client to perceive, understand and act on the process events that occur in the
client's internal and external environment in order to improve the situation as defined by the client.
Team building: Team building is a management technique used for improving the efficiency and
performance of the workgroups through various activities.
Intergroup development: Inter-group development seeks to change the attitudes stereotypes and
perceptions that groups have of each other. ... In this method each group meets independently to
develop lists of its perception of itself, the other group, and how it believes the other group
perceives it.
Appreciative inquiry (AI): Appreciative inquiry (AI) is a positive approach to leadership
development and organizational change. The method is used to boost innovation among
organizations.

4 Demonstrate three ways of creating a culture for change.

Ans Creating a Culture for Change
Managing a Paradox: There is no such thing as a separate discipline of “change management”
because all management is dealing with constant change and adaptation.
• Learning: A process that leads to change, which occurs as a result of experience and
increases the potential for improved performance and future learning
• Organizing: Organizing is the management function that follows after planning, it involves
the assignment of tasks, the grouping of tasks into departments.
• Performing: The meaning of performing is of, relating to, or constituting an art (such as
drama) that involves public performance.
• Belonging: The need to belong, also known as belongingness, refers to a human emotional
need to affiliate with and be accepted by members of a group.
Managers can learn a few lessons from paradox theory, which states the key paradox in
management is that there is no final optimal status for an organization.
Stimulating a Culture of Innovation
• Innovation: a more specialized kind of change, is a new idea applied to initiating or
improving a product, process, or services.
• Innovations can range from small incremental improvements, such as netbook computers,
to radical breakthroughs, such as Nissan’s electric Leaf car.
Sources of Innovation: Structural variables are the most studied potential source of innovation.
• Organic structures positively influence innovation.
• Innovation-contingent rewards positively influence integration.
• Innovation is nurtured when there are slack resources.
 • Inter-unit communication is high in innovative organizations.
Innovative organizations tend to have similar cultures:
• They encourage experimentation.
• They reward both successes and failures.
• They celebrate mistakes.
Managers in innovative organizations recognize that failures are a natural by-product of venturing
into the unknown.
Innovative organizations:
• Actively promote the training and development of their members so they keep current.
• Offer high job security so employees don’t fear getting fired for making mistakes.
• Encourage individuals to become champions of change.
Once a new idea is developed, idea champions actively and enthusiastically promote it, build
support, overcome resistance, and ensure it’s implemented.
Characteristics of a Learning Organization:
• There exists a shared vision that everyone agrees on.
• People discard their old ways of thinking and the standard routines they use for solving
problems or doing their jobs.
• Members think of all organizational processes, activities, functions, and interactions with
the environment as part of a system of interrelationships.
• People openly communicate with each other (across vertical and horizontal boundaries)
without fear of criticism or punishment.
• People sublimate their personal self-interest and fragmented departmental interests to work
together to achieve the organization’s shared vision.
What can managers do to make their firms learning organizations?
• Establish a strategy.
• Redesign the organization’s structure.
• Reshape the organization’s culture.
Organizational Change and Stress
Research shows that organizational changes incorporating OB knowledge of how people react to
stressors may yield more effective results than organizational changes that are only objectively
managed through goal-setting.
• The role of leadership is critical.
Changes are stressful because employees perceive aspects to be threatening.
• Employees need to see the changes as fair.

5 Identify the potential environmental, organizational, and personal sources of stress at work
and the role of individual and cultural differences.
Ans Stress is a dynamic condition in which an individual is confronted with an opportunity,
demand, or resource related to what the individual desires and for which the outcome is perceived
to be both uncertain and important.
Work Is a Top Source of Stress
What area of your life causes you the most stress? Blank
Area Causes Most Stress
 Financial worries 64%

Work 60%
Family responsibilities 47%
Health concerns 46%
Cultural Differences
Research suggests the job conditions that cause stress show some differences across cultures.
• For example, U.S. employees are stressed by a lack of control, whereas Chinese employees
are stressed by job evaluations and lack of training.
Research also shows that stress is equally bad for employees of all cultures.

6 Identify the physiological, psychological, and behavioral symptoms of stress at work.

Ans the physiological, psychological, and behavioral symptoms of stress at work
Physiological Symptoms: research supports the link between job stress and poor health.
Psychological Symptoms: job dissatisfaction is an obvious cause of stress.
Behavioral Symptoms: reductions in productivity, absence, turnover, as well as changes in eating
habits, increased smoking and/or consumption of alcohol, rapid speech, fidgeting, and sleep
disorders.

7 Describe individual and organizational approaches to managing stress at work.

Ans Managing stress
• Because low to moderate levels of stress can be functional and lead to higher performance,
management may not be concerned when employees experience stress at these levels.
• What management may consider to be “a positive stimulus that keeps the adrenaline
running” is very likely to be seen as “excessive pressure” by the employee.
Individual Approaches
• An employee can take personal responsibility for reducing stress levels.
• Individual strategies include:
✓ Time-management techniques.
✓ Increased physical exercise.
✓ Relaxation training.
✓ Expanded social support networks.
Organizational Approaches
• Several organizational factors that cause stress are controlled by management.
✓ Task and role demands can be modified or changed.
Strategies include:
• Better selection and placement, and training.
• Goal-setting.
• Redesigning jobs.
• Employee involvement.
• Organizational communication.
• Employee sabbaticals.
• Wellness programs.
Selection and Placement
• Individuals with little experience or an external locus of control tend to be more prone to
stress.
• Selection and placement decisions should take these facts into consideration.
• Training can increase an individual’s self-efficacy and thus lessen job strain in these
situations.
Goal-setting
• Goals can reduce stress as well as provide motivation.
• Employees who are highly committed to their goals and see purpose in their jobs
experience less stress.
Redesigning Jobs
• Redesigning jobs to give employees more responsibility, more meaningful work, more
autonomy, and increased feedback can reduce stress because these factors give employees
greater control over work activities and lessen dependence on others.
Employee involvement
• Role stress is detrimental to a large extent because employees feel uncertain about goals,
expectations, how they’ll be evaluated, and the like.
✓ Giving employees a voice in management decisions can increase employee control
and reduce role stress.
✓ Managers should consider increasing employee involvement in decision making.
Organizational Communication
• Increasing formal organizational communication with employees reduces uncertainty by
lessening role ambiguity and role conflict.
• Given the importance that perceptions play in moderating the stress-response relationship,
management can also use effective communications as a means to shape employee
perceptions.
 Understanding work team

1 Analyze the continued popularity of teams in organizations.

Ans Analyze the Growing Popularity of Teams in Organizations
Why are teams popular?
• Teams can achieve feats an individual could never accomplish.
• Teams are flexible and responsive to changing events.
• They can quickly assemble, deploy, refocus, and disband.
• They are an effective means to democratize organizations and increase employee
involvement.
• They introduce a collaborative mindset.

2 Contrast groups and teams.

Ans Comparing Workgroups and Work Teams from

3 Contrast the five types of team arrangements.

Ans Four Types of Teams

Problem-solving teams: These types of teams are usually temporary and focus on solving a
specific issue.
Self-managed teams: These types of teams are the most empowered, as they have to power to
make decisions.
Cross-functional teams: In most business settings, permanent team members are going to
collaborate with other departments to tackle certain events for the company – such a new product
launch.
Virtual teams: A virtual team can be any type of team that communicates digitally rather than in
person.

4 Identify the characteristics of effective teams.

Ans Team Effectiveness Model
• Team Context: What factors determine whether teams are successful?
✓ Adequate Resources: The school lunch should be adequate to meet the nutritional
needs of growing children. The machine does an adequate job.
✓ Leadership and Structure: A well thought out team structure serves as an
important catalyst for greater leadership team impact.
✓ Climate of Trust: There are a number of ways to do this, including: helping
employees cooperate, resolving conflicts between others
✓ Performance Evaluations and Rewards: Performance-linked reward systems
reduce labor cost, result in increases in real wages and motivate performance.
• Team Composition: How should teams be staffed?
✓ Abilities of members: Teams are formed when individuals with a similar interest,
taste, need and even attitude work together to achieve a common goal.
✓ Personality: Personality refers to individual differences in characteristic patterns
of thinking, feeling and behaving.
✓ Allocating roles: One role of education, according to functionalists like Talcott
Parsons, is role allocation: sifting and sorting people into the roles that they will go
on to perform in life.
✓ Diversity: Diversity means having a range of people with various racial, ethnic,
socioeconomic, and cultural backgrounds and various lifestyles, experience, and
interests.
• Organizational demography
✓ Cultural differences: Cultural difference involves the integrated and maintained
system of socially acquired values, beliefs, and rules of conduct which impact the
range of accepted behaviors
✓ Size of teams: When we average it out, what we find is the optimal team size is
really between five and ten.
✓ Member preferences: Member preference refers to the attitude possessed by
employees who prefer to work alone than joining a team to handle a project
collectively.
Key Roles of Teams Effects of Group Processes

Team Processes
• Common Plan and Purpose
✓ Reflexivity
• Specific Goals
• Team Efficacy
• Team Identity
• Team Cohesion
• Mental Models
• Conflict Levels
• Social Loafing

5 Explain how organizations can create team players.

Ans Creating Team Players
• Selecting: hire team players
• Training: create team players
• Rewarding: incentives to be a good team player

6 Decide when to use individuals instead of teams.

Ans When not to use teams…
• Can the work be done better by one person?
• Does the work create a common goal or purpose?
• Are the members of the group interdependent?
• Effective teams have adequate resources, effective leadership, a climate of trust, and a
performance evaluation and reward system that reflects team contributions. These teams
have individuals with technical expertise, and the right traits and skills.
• Effective teams tend to be small. They have members who fill role demands and who prefer
to be part of a group.
• Effective teams have members who believe in the team’s capabilities, are committed to a
common plan and purpose, and have an accurate shared mental model of what is to be
accomplished.
• Select individuals who have the interpersonal skills to be effective team players, provide
training to develop teamwork skills, and reward individuals for cooperative efforts.
 • Do not assume that teams are always needed. When tasks will not benefit from
interdependency, individuals may be the better choice.

Emotions and Moods

1 Differentiate between emotions and moods

Ans Affect emotions and moods

Affect
Defined as a brood range of feeling that people experience affect can
be experienced in the form of emotions or moods

• Caused by specific event • Cause is often general and unclear

• Very brief in duration • Last longer than emotions
• Specific and numerous in nature • More general two main dimensions
• Usually accompanied by distinct facial • Generally, not indicated by distend
expressions expression
• Cognitive in nature

Six essentially universal emotions

Anger: Anger is an emotion characterized by antagonism toward someone or something you feel
has deliberately done you wrong.
Fear: Fear is the word we use to describe our emotional reaction to something that seems
dangerous.
Sadness: Sadness is a human emotion that all people feel at certain times during their lives.
Happiness: Happiness is an emotional state characterized by feelings of joy, satisfaction,
contentment, and fulfillment.
Disgust: Disturbed physically or mentally by something distasteful He's disgusted by all the
attention people give to celebrities.
Surprise: The definition of a surprise is something unexpected or unusual. An example of surprise
is an offer of marriage and a ring while on a hiking trip.
Moral Emotions
Moral Emotions: Emotions that have moral implications because of our instant judgement of the
situation that evokes them.
• Our responses to moral emotions differ from our responses to other emotions.
• Moral emotions are developed during childhood.
• Because morality is a construct that differs between cultures so do moral emotions.
Do emotions make us ethical
• Research on moral emotions questions the previous belief that emotional decision making
is based on higher level cognitive processes.
 • Our beliefs are shaped by our groups resulting in unconscious responses and shared moral
emotion.
• This may allow us to justify purely emotional reactions as rationally ethical just because
we share them with others.

2 Identify the sources of emotions and moods

Ans the sources of emotions and moods
Personality
• Moods and emotions have a trail component
• Affect intensity How strongly people experience their emotions.
Time of Day
• There is a common pattern for all of us.
• Happier in the midpoint of the daily awake period.
Day of the Week
• Happier toward the end of the week.
Weather
• Illusory correlation no effect
Stress
• Even low levels of constant stress can worsen moods.
Social Activities
• Physical informal and dining activities increase positive moods.
Sleep
• Poor sleep quality increases negative affect.
Exercise
• Does somewhat improve mood especially for depressed people.
Age
• Older people tend to focus on more positive stimuli than younger adults.
Sex
• Women tend to be more emotionally expressive feel emotions more intensely have longer
lasting moods and express emotions more frequently than men.

3 Show the impact emotional labor has on employees

Ans the impact emotional labor has on employees
Emotional dissonance: Inconsistencies between the emotions people feel and the emotions they
project.
Emotional Labor: An employee’s expression of organizationally desired emotions during
interpersonal transactions at work.
Types of emotions
Felt: The individual actual emotions
Displayed: Required or appropriate emotions.
• Surface acting: Hiding feelings and foregoing emotional expressions in response to display
rules.
• Deep acting: Trying to modify true inner feelings based on display rules.
4 Describe affective events theory
Ans Employees react emotionally to things that happen to them at work and this influences job
performance and satisfaction.
• Emotions provide valuable insights into how workplace events influence employee
performance and satisfaction.
• Employees and managers shouldn’t ignore emotions or the events that cause them when
they appear minor because they accumulate.

5 Describe emotional intelligence

Ans Emotional intelligence
A person’s ability to
• Perceive emotions in the self and others.
• Understand the meaning of these emotions.
• Regulate one’s emotions accordingly in a cascading model.
Cascading model of emotional intelligence

Conscientiousness Perceive emotions in self and others

Cognitive ability Understand the meaning of emotions

Emotional stability Regulate emotions

6 Identify strategies for emotion regulation

Ans Emotions regulation techniques
Surface acting
Deep acting
Emotional suppression
Cognitive reappraisal
Social Sharing
Mindfulness
The best option though is to recruit positive minded individuals and train leaders to manage their
moods attitudes and performance.

7 Apply concepts about emotions and moods to specific OB issues

Ans Emotions and moods to specific OB issues
Selection
• EI should be a hiring factor especially for social jobs.
Decision making
• Positive emotions can lead to better decisions
Creativity
• Positive mood increases flexibility openness and creativity.
Motivation
 • Positive mood affects expectations of success
• Feedback amplifies this effect.
Leadership
• Emotions are important to acceptance of messages from organizational leaders.
Negotiation
• Emotions can affect negotiations.
Deviant workplace Behaviors
• Negative emotions lead to workplace deviant behaviors.
• Actions that violate norms and threaten the organization.
Safety and injury at work
• Don’t do dangerous work when in a bad mood.

Motivation
1 what is motivation
Motivation: We define motivation as the processes that account for an individual’s intensity,
direction, and persistence of effort toward attaining a goal.
Masmelo’s Hierarchy of need model: Maslow's theory presents his hierarchy of needs in a
pyramid shape, with basic needs at the bottom of the pyramid and more high-level, intangible
needs at the top.
Physiological needs: The first of the id-driven lower needs on Maslow's hierarchy are
physiological needs
Safety needs: Next among the lower-level needs is safety. Safety needs include protection from
violence and theft, emotional stability and well-being, health security, and financial security.
Social needs: The social needs on the third level of Maslow’s hierarchy relate to human interaction
and are the last of the so-called lower needs.
Esteem needs: The higher needs, beginning with esteem, are ego-driven needs.
Self-actualization needs: Drive to become what we are capable of becoming includes growth,
achieving our potential, and self-fulfillment.

2 Herzberg’s Motivation Maintenance Model (Two Factor Theory):

Ans Motivating factors include:
Achievement: A job must give an employee a sense of achievement. This will provide a proud
feeling of having done something difficult but worthwhile.
Recognition: A job must provide an employee with praise and recognition of their successes. This
recognition should come from both their superiors and their peers.
The work itself: The job itself must be interesting, varied, and provide enough of a challenge to
keep employees motivated.
Responsibility: Employees should “own” their work. They should hold themselves responsible
for this completion and not feel as though they are being micromanaged.
Advancement: Promotion opportunities should exist for the employee.
Growth: The job should give employees the opportunity to learn new skills. This can happen either
on the job or through more formal training.
Hygiene factors include:
Company policies: These should be fair and clear to every employee. They must also be
equivalent to those of competitors.
Supervision: Supervision must be fair and appropriate. The employee should be given as much
autonomy as is reasonable.
Relationships: There should be no tolerance for bullying or cliques. A healthy, amiable, and
appropriate relationship should exist between peers, superiors, and subordinates.
Work conditions: Equipment and the working environment should be safe, fit for purpose, and
hygienic.
Salary: The pay structure should be fair and reasonable. It should also be competitive with other
organizations in the same industry.
Status: The organization should maintain the status of all employees within the organization.
Performing meaningful work can provide a sense of status.
Security: It is important that employees feel that their job is secure and they are not under the
constant threat of being laid-off.

Influence, Power & Leadership

Influence

1 What is Influence
Ans Influence: Influence is the ability to affect the behavior of others in a particular direction,
leveraging key tactics that involve, connect, and inspire them.

2 The Concept of Power Tactics

Ans There are 9 organizational power tactics. These tactics are ways in which individuals translate
power bases into specific actions. The 9 influence tactics are legitimacy, rational persuasion,
inspirational appeals, consultation, exchange, personal appeals, ingratiation, pressure and
coalitions.
Consultation. A tactic that focuses on getting others to participate in the planning process,
making decisions, and encourage changes.
Rational persuasion. A tactic that is used to try and convince someone with a valid reason,
rational logic, or realistic facts.
Inspirational appeals. A tactic that builds enthusiasm by appealing to emotions, ideas and/or
values.
Ingratiation. A tactic that emphasizes on getting someone in a good mood prior to making a
request. It includes being friendly, helpful, and using praise or flattery.
Coalition tactics. Refers to a tactic that prescribes getting others to support your effort to
persuade someone.
Pressure. A tactic that focuses on demanding compliance or using intimidation or threats.
Personal appeals. A tactic that refers to friendship and loyalty while making a request.
Exchange. A tactic that suggests that making express or implied promises and trading.
Power
3 What is power
Ans Power: Power is the ability of marshal the human informational and material resources to get
something done.
Source of Power:
1. Legitimate power: Belief that a person has the formal right to make demands, and to expect
others to be compliant and obedient. This is where you are hired, elected or appointed to a position
that comes with legitimate responsibilities.
2. Reward power: Comes from leader’s ability to compensate people for compliance. The
compensation might include raises, money, promotions, training opportunities, compliments or
just a smile. I’m a middle-aged person and I still like a reward.
3. Coercive power: The flip side of reward power is coercive power. Leader can punish others for
noncompliance. Threats and punishments are common coercive tools.
4. Informational power: It’s not tied to you as a person, it’s the power of the information you
have. Once you share the information, the power is gone.
5. Expert power: If you have a high level of education and knowledge let’s say your scientist,
physician, lawyer or engineer than you have the expertise.
6. Referent power: It is based on the resource of respect and/or love. Leaders with values, integrity
and honesty raise respect and have great referent power.

Leadership
1 What is leader
Ans Leader: A leader is the one in the charge, the person who convinces other people to follow.
A great leader inspires confidence in other people and moves them to action.

2 What is leadership
Ans Leadership: Leadership is the process of inspiring, influencing and guiding others to
participate in a comfort effort.

3 Types of leadership
Ans
Formal Leadership: Formal leader is a member of organization who has given authority by virtue
of his position to influence other members of organization to achieve organizational goals.
Informal Leadership: An informal leader has no formal organizational authority to influence
others but possesses special kills and talent to influence and lead other members of organization.
4 Difference between leader and manager
Ans

5 Goleman’s four leadership traits

Ans
Self-awareness: This essential component of emotional intelligence involves the ability to read
one's own emotions and hence be better equipped to assess one's strengths and limitations
Self-management: Those who possess this trait do not let their moods and emotions disrupt honest
and straightforward relationships
Social awareness: Those who possess this trait are able to read others' emotions and reactions and
subsequently adapt in a constructive and caring fashion.
Relationship management: Leaders who possess this trait are clear, enthusiastic, and convincing
communicators who can defuse conflicts. They rely on kindness and humor to build strong
relationship.

6 Three classical Approaches to leadership

Ans
Authoritarian (Autocratic) Leadership: A leader who adopts the authoritarian style dictates
policy and procedure, and directs the work done by the group without looking for any meaningful
input from them.
Participative (Democratic) Leadership: Group members feel engaged in the decision-making
process when they have a participative leader. Those leaders practicing the participative leadership
style offer guidance to the group
Delegative (Laissez-Faire) Leadership: Leaders practicing the delegative leadership style are
very hands-off. They offer little or no guidance to their group and leave decision making up to the
group