OT&BH-7

BUS 3451, Organizational Theory and Behavior 1

Course Learning Outcomes for Unit VII Upon completion of this unit, students should be able to:

1. Discuss leadership, shared leadership, and authentic leadership. 2. Determine the key features of task-oriented, people-oriented, and servant leadership as well as their

effects on followers. 3. Explain the key elements of path-goal theory, Fiedler's contingency model, and leadership

substitutes. 4. Distinguish the theory of transformational leadership from transactional and charismatic leadership. 5. Discuss cultural and gender similarities and differences in leadership 6. Relate the role and effects of span of control, centralization, and formalizations to organic and

mechanistic organizational structures. 7. Evaluate the six types of departmentalization. 8. Explain how the external environment, organizational size, technology, and strategy are relevant

when designing an organizational structure.

Reading Assignment Chapter 12: Leadership in Organizational Settings Chapter 13: Designing Organizational Structures

Unit Lesson Organizational Leadership and Structures To understand leadership as a concept takes time, and in many ways, it is a personal journey. Each of us connects the dots of our past experiences and current paradigms (mindsets) to life situations, and ultimately, develops a learned understanding of who the leaders are in one’s world and if we ourselves want to be in a leadership position. In this unit, using the application of real-world experiences and relationships you have had during your lifetime, you will be able to see how your own perceptions of leadership have evolved. We will uncover that there are enormous responsibilities that come with leadership, both personal and organizational, particularly when it comes to decision-making and effective leadership process. We all have a background with the concept of leadership. It began with the families we were raised in. When we reflect upon this, we can begin to see how our general thoughts on leadership began, where familiar leadership types might be rooted in our minds, and how our minds evolved with each teacher and/or peer leader we were exposed to over the years. Personalities are part of the situational nature of leadership. Just as it is with followership, understanding and respecting the value of each role is not universal. Regardless of our background, as we mature, we tend to develop a moral compass and critical thinking skills, and as such, we also develop a higher understanding of the various forms, types, skills, and styles associated with leadership. In determining leadership effectiveness, while examining the countless situational variables such as cultural/gender differences or leadership substitutes, we will consider the question: “What makes a leader effective in your mind?” Organizational structure provides the foundation for processes and lines of authority that must be followed. Despite the need for creativity and innovation, as discussed in earlier units, an organization without structure

UNIT VII STUDY GUIDE

Organizational Leadership

& Organizational Design

BUS 3451, Organizational Theory and Behavior 2

UNIT x STUDY GUIDE

Title

can lose control, and departments can be redundant or disconnected from the common goals. There are various external and internal components of the environment that organizational leadership must be in tune with when designing and strategizing both the organic and mechanistic structures that are in place (McShane & Von Glinow, 2013).

Reference

McShane, S. L., & Von Glinow, M. A. (2013). Organizational behavior (6th ed.). New York, NY: McGraw-Hill/Irwin.

Suggested Reading Click here for the Chapter 12 Presentation in PowerPoint form. Click here to access a PDF version of the presentation. Click here for the Chapter 13 Presentation in PowerPoint form. Click here to access a PDF version of the presentation. Using the Waldorf Online Library, locate and read the following articles: Kaifi, B. A., Nafei, W. A., Khanfar, N. M., & Kaifi, M. M. (2012). A multi-generational workforce: Managing and

understanding millennials. International Journal of Business and Management, 7(24), 88+. Retrieved from ABI/IINFORM Complete database.

Tonkin, T. H. (2013). Authentic versus transformational leadership: Assessing their effectiveness on

organizational citizenship behavior of followers. International Journal of Business and Public Administration [IJBPA], 10(1), 40+. Retrieved from Academic OneFile database.

Learning Activities (Non-Graded) Find two newspaper ads for management or executive positions and copy/save them. What leadership competencies are mentioned in these ads? If you were on the selection panel, what methods would you use to identify these competencies in job applicants? Cite the text to support your ideas in a 200-300 word essay in APA format. Non-graded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information.

Key Terms 1. Authentic leadership 2. Centralization 3. Fiedler's contingency model 4. Functional structure 5. Network structure 6. Organic structure 7. Organizational strategy 8. Path-goal leadership theory 9. Servant leadership

10. Shared leadership 11. Team-based organizational structure 12. Transactional leadership 13. Transformational leadership