UNIT-IV

1) Explain in detail various leadership theories.

Ans: 1. Trait Theory: Suggests that leaders possess certain inherent traits or characteristics
that make them effective leaders, such as intelligence, self-confidence, and integrity.
2. Behavioural Theory: Focuses on the behaviours of leaders rather than their traits. It
categorizes leadership behaviours as task-oriented (focused on tasks and goals) and people-
oriented (focused on relationships and team members).
3. Contingency Theory: Proposes that the effectiveness of a leader depends on how well
their leadership style matches the situation. Key models include Fiedler’s Contingency Model
and the Situational Leadership Theory.
4. Transformational Leadership: Leaders inspire and motivate followers to exceed their
own self-interests for the good of the organization by providing vision, fostering high levels
of motivation, and encouraging innovation.
5. Transactional Leadership: Focuses on the exchanges between leaders and followers,
where leaders provide rewards or punishments based on performance. It emphasizes
structured tasks and clear goals.
6. Servant Leadership: Leaders prioritize serving others, including employees, customers,
and the community. They focus on the growth and well-being of their followers and the
communities to which they belong.

2) Explain in detail different stages of group/team development

Ans: The following are the different stages of group development:
1. Norming: Team members begin to resolve conflicts, establish norms and standards for
behaviour, and develop stronger relationships. Collaboration and cooperation improve, and
the team starts to work more effectively together.
2. Storming: The stage where conflicts and competition arise as team members express their
individual perspectives and challenge each other’s ideas. It’s a critical phase for addressing
conflicts and building team cohesion.
3. Forming: The initial stage where team members get to know each other, establish ground
rules, and begin to understand the project and their roles within the team.
4. Performing: The team reaches a stage of high productivity and efficiency. Members are
fully engaged and working collaboratively towards the team’s goals, showing high levels of
competence and autonomy.
5. Adjourning: The final stage where the team disbands after achieving its goals. Members
may reflect on their accomplishments and the relationships they’ve built, and they prepare to
move on to new projects or teams.
3) Briefly explain how power & politics influence organizational behaviour
Ans: Power: Power is the ability to influence others to achieve desired outcomes. It affects
decision-making processes, resource allocation, and the dynamics of interpersonal
relationships within an organization. Sources of power include positional power, personal
power, and expert power.
Influence of Power on Organizational Behaviour
1. Decision-Making: Individuals with power can significantly influence organizational
decisions. This includes setting strategic goals, determining resource allocation, and making
critical choices that shape the direction of the organization.
2. Resource Allocation: Power determines who gets access to resources such as budget,
personnel, and information. Those with power can allocate these resources in ways that
support their agendas or the organization’s goals.
3. Motivation and Performance: Power can be used to motivate employees through rewards
(reward power) or create compliance through fear of penalties (coercive power). Effective use
of power can enhance performance, while misuse can lead to low morale and disengagement.
4. Interpersonal Relationships: Power dynamics affect interactions between employees.
Leaders with strong interpersonal power (referent or expert power) can foster trust and
collaboration, while those relying on positional power might face resistance and conflict.
Politics: Organizational politics involve activities that individuals or groups undertake to
influence or control decisions and actions within the organization. Political behaviour can
include lobbying, forming alliances, and using influence tactics to achieve personal or
organizational goals. Politics can impact morale, collaboration, and the overall organizational
culture.
Influence of Politics on Organizational Behaviour
1. Influence Tactics: Organizational politics involve the use of tactics like lobbying,
networking, and forming alliances to influence decisions and outcomes. Employees engage in
political behaviour to advance personal or group interests, which can affect organizational
priorities.
2. Culture and Climate: Political behaviour can shape the organizational culture and
climate. A highly political environment might create a culture of competition, mistrust, and
secrecy, whereas a transparent and fair political environment can foster collaboration and
openness.
3. Career Advancement: Politics play a crucial role in career progression. Individuals who
navigate organizational politics effectively can secure promotions, desirable assignments, and
other career advancements. Conversely, those who are less adept might find their progress
hindered.
4. Conflict and Cooperation: Politics can lead to conflicts as individuals or groups vie for
power and resources. However, it can also foster cooperation through coalition-building and
alliances that align various interests toward common goals.
5. Organizational Change: Political behaviour can either facilitate or obstruct change.
Leaders skilled in political navigation can garner support for new initiatives and drive
change, while political resistance can slow down or derail organizational transformation
efforts.
Power and politics are intrinsic to organizational life. Power shapes how decisions are
made, resources are allocated, and relationships are managed. Politics influences how
individuals and groups pursue their interests, navigate the organizational landscape, and
impact overall culture and behaviour. Understanding these dynamics is essential for effective
leadership and organizational success.

4) Explain in detail different types of power

Ans: The most common description of power bases is by French and Raven (1959), in
which power is divided into five different categories. They are,
1. Legitimate Power: Power derived from an official position or title within an organization.
It is the authority granted to someone based on their role or position.
I.e. A teacher, who besides being in charge of the classroom, is balanced in his/ her
appraisals, then he/she exhibits this power.
2. Referent Power: Power that comes from being admired, respected, and liked by others. It
is based on the personal traits and relationships that a leader has with their followers.
I.e. A teacher who is admired by her/his students ('be like') has this power.
3. Expert Power: Power that arises from having specialized knowledge, skills, or expertise
that others value and rely on. This type of power is based on the perception of the leader’s
competence.
I.e. A teacher who is well-knowledgeable about her/ his subject has this power.
4. Reward Power: Power that comes from the ability to provide rewards or incentives to
others. This can include promotions, salary increases, bonuses, or other benefits.
I.e. A teacher who gives extra marks, desirable assignments and grades to students
who work hard, shows this power.
5. Coercive Power: Power based on the ability to impose penalties or punishments. It
involves the capacity to enforce compliance through fear or the threat of negative
consequences.
I.e. A teacher who gives punishments to students to for their negative behaviour in
order to avoid having similar behaviour in future.
Later on, Raven in 1965 added one more category called “Information Power”.
Information Power: It is derived from expressing one’s views in ways that are reasonable
and compelling to others, which is considered effective communication.
I.e. A teacher who explains concise and clearly her/his subject, for the student’s sake,
has this power.
5) Mention briefly some of the skills needed by leaders
Ans: 1. Communication Skills: The ability to clearly and effectively convey ideas,
instructions, and feedback to team members and stakeholders.
2. Emotional Intelligence: The ability to understand and manage one’s own emotions and
the emotions of others, fostering strong interpersonal relationships and a positive work
environment.
3. Decision-Making Skills: The capability to analyse information, consider alternatives, and
make sound decisions that benefit the team and organization.
4. Problem-Solving Skills: The ability to identify issues, analyse causes, and develop
effective solutions to overcome challenges.
5. Delegation Skills: The competence to assign tasks and responsibilities appropriately,
ensuring that team members are utilized effectively and can develop their skills.
6. Adaptability: The ability to adjust one’s approach and strategies in response to changing
circumstances and new information.
7. Visionary Thinking: The capacity to develop a clear and compelling vision for the future
and to inspire and motivate others to work towards that vision.
8. Conflict Resolution: The skill to address and resolve disagreements and conflicts
constructively, maintaining harmony and productivity within the team.