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Leadership styles are the various patterns of the manager’s leadership behavior. They describe the way leaders actually exert their influence.
All managers develop a style of leading or motivating subordinates. A leadership style can be defined as a pattern of behavior designed to intergrate organozational and personal interests in pursuit of some objective. For one thing, great success comes from hard work and practical expirience. This a commonassumption, but it is not always warranted. In such situation, for work group to succeed in attaining its goals, the manager’s leadership styles make the big difference.
Human behavior in an organization is complex. A manager has to have the managerial capability for stimulating achievement and to exercise innovative leadership within his organization.
A manager possessed with innovative behavior while maintaining his grip on organizational power, gives greater emphasis on the development of group values and attitudes. With his innovative behavior and awareness, he solves managerial and organizational problems.
Innovative behavior is oftentimes not what his subordinates expect. Because innovatio creates encertainty, it is sometimes unacceptable to the majority of the people in the organization. However, a manager should protect and encourage his people to develop to the maximum their potentiality in attaining not only organizational goals, but also personal gains.
Individuals, who feels themselves to be vital components of the organization, are expected to be dedicated workers, rendering extra efforts in the attainment of the organizational goals.
Individuals have certian expectations in joining the organization. The rationality of an individual is bounded by the task of the organization with which he is associated. The employee expectations are more important than any particular reward management may offer them.
Managers, save for a few, are in agreement that management is essentally a ” people affair.” It requires a continuing act of faith and trust in their organizations. The employee expectations can make effective contributions to their effort.
When properlu used, the groups within the organization can be effective instruments for improving organizational performance and effectiveness. The organization reflects what’s happening in society. In fatc, an organization has its own culture.
Culture dynamic, changing and adaptive. it satisfies needs and it could be learned. While each individuals changes the culture of the organizations, a change in culture affects the organization.
People react to a situation in different ways. Ordinarily, human behavior can be most easily changed by alreting the situation rather than by trying to change internal motives.
At the heart of human relationships are people. More importantly, from a management perspective, no one escapes human relationship in an organization. Its effects are both personal and organizational.
The organizational structure should simply be the way people work together. A manager should, therefore, be idealistics and yet practical in his relationship with the people in the organization.
At the heart of human relationship is people. To a great extent, this is true. Each individuals, for his own reasons, is the most important person in the organization. This demand that managers should have the deepest insights on the many aspects of human relationship.
Although knowledge of human relations and organizational behavior has advances considerably since the Hawthorne research studies in the late !020’s. Human relation is an approach to the design of the jobs based on the assumptions that employees like to take responsibility for their work.
Most important form a management perspective is that no one escapes human relationship in an organization. Its effects are both personal and organizational and they affect organizational effectiveness. So, the organization man gets realistic on this matter by sticking with work issues. Only by standing together can they prevail.