BUS 501 Organisational Behaviour and Leadership: Theories and Critical Evaluation Assessment 3 Answer
ORGANISATIONAL BEHAVIOUR AND LEADERSHIP
Organisational behaviour refers to the study of human intentions in the organisational context. The interface between the company and human behaviour can be considered as organisational behaviour, which can be categorised in micro-level (company), macro-level (behaviour of company) and meso-level (workforce). The current reflective essay intends to point out relationship between organisational behaviour and leadership. Through this study, contemporary theories of organisational behaviour are being analysed and demonstrated with apt justification. Likewise, elements, as well as principles of organisational behaviour, are being elicited through coherent argument. The essay sheds light on theories of organisational behaviour and critical evaluation of the theories are considered within current field of study.
a) My leadership style
I prefer the situational leadership approach for encouraging my teammates. The situational leadership is considered among the best practices of leadership due to featured philosophies of this leadership style. Wood et al. (2016, p.18) commented that four pillars of situational leadership can be identified as directing, delegating, coaching and supporting. Therefore, through the supporting nature of my leadership quality, I prefer inspiring my followers through this style. I set a low competence level for the teammates and thereby I reduce pressure on my followers. Due to this reason, my followers under my leadership approach experience a cheerful environment.
The key reason behind my selection of leadership style can be observed as adjustment with the work environment. Kitchin (2017, p.26) identified that leaders need to show their capabilities to motivate their followers. I have influenced the commitment enhancement of followers through the adjustment capabilities of my leadership style. Situational leadership is adopted through the four pillars of leadership where teaching, coaching, training and mentoring are considered with prior observations. Chumg et al. (2016, p.439) postulated that situational leadership motivates a leader to monitor the activities of people who are serving under this leadership. In this regard, it is mandatory to understand the criteria of people under the leadership style, which I strictly follow in my leadership style.
b) Leadership principles that I would not be willing to violate
Leadership is a behaviour that cannot be originated through the observations. Hence, it is mandatory showing dignity to people for their potentials to enhance acceptability of leader. Being a leader, I would like to maintain the behaviour irrespective of my position (Jansen et al. p.948). I am not willing to show my position to my followers and I would like to empower the skills within my followers through my motivational speeches. Similarly, would like to maintain intense dedication towards my work for the overall improvement of my followers. I would never instruct people to commence work without having an appropriate vision regarding the work.
It is important to demonstrate the goal of work before the workers for the appropriate execution of the task. In this regard, I would convey the goals along with the requirements to enhance the commitment of workers. Coccia (2015, p.6) delineated that a leader can be considered successful while the whole group under the leadership performs properly. Therefore, I would never forget to forecast the objectives of the task and thereby a clear vision regarding work will be represented in front of my followers. Besides this, I would never compromise with the unethical issues for material interest and I would like to place the organisational interest above individual’s interest. The leadership can be considered apt while leaders commit actions for the wellbeing of people (Bester et al. 2015, p.11). I would never forget admitting the mistakes in front of my followers and thereby principle of situational leadership will remain intact. Most importantly, I would like to consider people based on their ability and eligibility. The discrimination of people would not be commenced based on their culture, religion or inclusiveness.
c) The impact of personal beliefs on the situational leadership approach
The situational leadership strongly restricts the impact of personal beliefs and division of people cannot be commenced based on their cultural differences of religious views. Akram et al. (2017, p.1750012) opined that leaders need to focus on organisational needs rather than their personal beliefs. Hence, it is evident that the situational leadership needs to empower the organisation through skillful identification of worker performance. Situational leadership practice needs to follow 6 corrective actions (coaching, pacesetting, democratic, affiliative, authoritative and coercive) of leadership. Using the profound knowledge of leadership a leader can mitigate the issues based on the situational analysis techniques.
The prime goal of situational leadership can be considered as an achievement of unity. Therefore, it is essential to identify the unity factors through the effective skills of leadership. As for an example, diversification in the workforce can increase the knowledge of workers. Different cultural needs can be addressed properly with the information sharing strategies and thereby performance of organisation can elevate (Coxen et al. 2016, p.11). The short-term profits of an organisation can be transformed into long-term revenues through the inclusion of different religious and cultural views. Participation of leaders in different cultural events can increase the acceptance of leadership within community people. Hence, a strong relationship can be formed with the potential investors of organisation and thereby the company can attain improved performance.
d) Key experiences that have informed my leadership approach
In my leadership style, I have experienced different situations and thereby informed my leadership approach significantly. Ahmad et al. (2018, p.545) conveyed that it is mandatory to measure the commitment of staffs for the development of organisation. I have faced an experience related to staff turnover during the initial phase of my leadership. I have used my situational leadership approach and observed that few people are encouraging employee turnover to serve their own profits. Manika et al. (2015, p.669) opined that proper monitoring skills of a leader can reduce the negative impact on organisation. Thus, through the identification of harmful elements from the organisation I have managed the situation and developed organisational behaviour. The experience of monitoring has increased my skills regarding team management. Moreover, during critical situations, I always stood in front of the problem and protected my followers through my communication skills. The situational leadership strategy has increased my competency level and I have grabbed the trust of workers.
I have increased my knowledge of leadership through the analysis of different leadership theories and applied them to solve critical situations. Lowry et al. (2015, p.201) asserted that contingency planning of organisation can be improved through the application of contingency theory. Similarly, behavioural theory of leadership can guide during the management of employee behaviour. I have learned about the leader-member exchange theory and application of the knowledge in my situational leadership approach has improved information sharing within organisational context (Graham et al. 2015, p.427). Besides this, through the concept of motivation, the leadership framework has been developed and the overall improvement of employee performance is being commenced.
a) Critical leadership decision for organisational issue mitigation
The situational leadership strategy can be considered as a special leadership style that can guide people only for short-term goals. Hence, it can be noted through the evaluation that long-term objectives of an organisation cannot be served through the application of situational leadership. As stated by Manika et al (2015, p.665), it is difficult for the managers of an organisation to offer a flexible work environment to the staffs during every situation. Therefore, ineffective outcomes of situational leadership can emerge and decision-making of staffs can be affected negatively. Furthermore, it is hectic to define maturity through the knowledge of situational leadership. Coxen et al. (2016, p.10) proposed that maturity plays a significant role in the development of the workforce. Therefore, emotion and feeling can occur as barriers in way of the maturity that cannot be dealt with situational leadership. I have experienced several issues regarding lack of maturity in the workplace and dealt stringently with adverse situations.
I have seen workers in my previous organisation those have left the company due to the workloads. The previous leaders have considered autocratic leadership as the most effective style of leadership and ignored the visions of peers. Coccia (2015, p.6) proposed that a leader needs to show dignity to the vision of each follower and has to understand their angle of views. The ignorance of leaders increased dissatisfaction among the employees and huge employee turnover issues are observed in my previous employer. Similarly, I have faced issues while delivering training to the employees. The training has been scheduled for the enhancement of employee skills where maximum employee remains absent due to their previous bitter experiences. In this situation, I have faced an intense challenge while inspiring them to attend the training. Employees are organisational pillars and it is mandatory to understand their needs (Kitchin 2017, p.66). Understanding the key needs of employee and acting accordingly has emerged as a serious challenged during the starting of my leadership career.
b) Issue overview
I have experienced a wave of employee dissatisfaction during the initial phase of my leadership. I have seen plenty of employees to drop their resignation and shifting to other organisations. Due to this reason, my company has lost a large section of potential employees and the competitive advantage has been grabbed by the rival organisations. Employee dissatisfaction has increased with increasing pressure and previous leaders have ignored the problem. In this regard, employees have decided to switch organisation for their emotional reasons and company has faced a massive challenge. Additionally, a section of employees has started protesting against the company regulations and stopped working. The work environment has been polluted heavily due to employee decisions. As for an example, after taking the charge of my organisation I have scheduled training for the skill enhancement of employees. However, most of the employees did not attend the training and joined the protest due to their previous bitter experiences.
The situation has gone so far that employees started protesting against the employer without observing their loss. I have identified that the staffs are treated unethically during the previous period and this key reason has led them towards protest. Alongside this, a section of employees has raised their voice in favour of wage enhancement. It is observed that the employees have found themselves most ignored entities within organisation. Despite my intervention, employees thought that I am representing the interest of the employer and I am not thinking of their interest. The ineffective state of employees has affected the growth of firm and company has faced massive loss due to this reason. The potential investors of organisation have stopped funding the company and partner organisations started the procedure to break the partnership. The harsh situation has reduced the rapport of company, which has been gained by the firm through its services.
c) Issue mitigation with justification
In order to combat the situation, I have used my situational leadership approach within company. I have organised a meeting with the employees and pledged them to solve their issues. I have observed that the promise has influenced the decision of employees and leaders among the employees have come up with their demands. I have offered them a flexible environment to convey their issues and decided to listen to their demands with patience. The decision of listening to their requirements has influenced the thoughts of employees and a emotional bridge is built through this process. My approach has conquered the firm decision of employees and thereby communication progressed. I have provided emotional support to the employees and showcased my deep concern about the problems. This emotional attachment has influenced their decisions in a positive manner and they started accepting me as their leader. The leader among the employees has conveyed the main issue regarding employee turnover and employee dissatisfaction. I have acknowledged the issues and added in my comments that the organisational decisions in the future will be incorporated from the democratic perspective.
The strategy of building an emotional connection with the employees has helped me to understand the key requirements of the staffs. The flexible atmosphere of conversation is offered to the employees to inject a belief among the employees that the organisation is concerned about the needs of the employee. Consequently, a message of integrity is conveyed before employees by organising a meeting with employees. Nevertheless, through the situational leadership approach, I have enhanced the acceptance of my leadership style among the employees and thereby restricted the interference of rival firms in internal issues of organisation.
From the above study, it can be identified that the employees are pillars of an organisation. Organisational behaviour can be considered as an interface between the organisation and employees. Therefore, it is mandatory to monitor the employee needs for expanding organisational operations in an uninterrupted manner. I have proposed situational leadership as best leadership style due to its extended features. I have experienced significant challenges in my company during the initial phase of leadership where employee turnover and protest have emerged as critical issues. Using the skills of situational leadership, I have influenced the decision of dissatisfied employees and channelized them in the direction of organisational goal. Moreover, commitments of employees have been increased and they started accepting me as their leader after relying on my leadership style.