Northouse Ch 1: What is Org. Behavior? and Ch 12: Leadership
Communication Skill
The study conducted by Adebayo et al (2024) evaluating the job performance of health records officers focuses on the effectiveness of the communication. The definition of effectiveness by Robbins et al. (2022) is when the organization achieves the clientele’s needs. The researchers find some workers have some communication difficulties; the paper shows it can cause stress. A leader needs to transform this environment by cultivating positive attitudes, which will hopefully increase group cohesion.
Ilavarasi (2024) shows that is important for the workplaces to implement transparent communication channels because it can promote smooth information dissemination, avoiding misunderstandings. According to Robbins et al. (2022), communication is necessary to start a business because it serves to inform, instruct, motivate, persuade and share ideas.
References
Adebayo, T.T., Babagana, M., Adeojo, M.B., Adio, R.A., Akindele A.F., Omole, S.M. and Omolara M.A. (2024). Communication Skill and Job Performance of Health Records Officer. Achievers Journal of Scientific Research. Volume 06, Issue 1, page 126-135, June 2024. https://achieverssciencejournal.org/ajosrojs/index.php/ajosr/article/download/194/140
Ilavarasi, Dr. I. Enhancing Workplace Productivity: A Review of Effective Communication Techniques and Their Role in Fostering Team Collaboration and Conflict Resolution. International Journal for Multidimensional Research Perspectives. ISSN: 2584 -0029 (Online). IJMRP \Vol. 2 \Issue 4\April2024. https://chandigarhphilosophers.com/index.php/ijmrp/article/view/132/115
Robbins, S. P., & Judge, T. A. (2022). Essentials of Organizational Behavior (15th ed.). Pearson.
Globalization
Robbins et al. (2022) defines Globalization like “the process in which worldwide integration and interdependence is promoted across national borders”. Capitalism is a globalized economic system. The "simple" production of a pencil moves global chains, as can be seen in the video I, Pencil: The Movie. If simple everyday products involve so many people and countries, imagine the production of more complex products, such as a microchip or a refrigerator. Esan et al. (2024) shows that the managing global supply chain teams needs adaptability. If the company is globalized, managers have to understand cultural differences, how to deal and work with people from different cultures, how the company can adapt to the country and the regulatory standards. Globalization generates the workforce diversity into the company, this concept of Robbins et al. (2022) is “organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and other characteristics.”
Robbins et al. (2022) show that cultural differences impact the initiation of the structure defined by the leader. The authors present a study by the Global Leadership and Organizational Behavior Effectiveness (GLOBE) where a Brazilian manager said that in Brazil it is important for the leader to make a decision by engaging the group. In France, on the other hand, they have a more bureaucratic view of leadership, it is a more autocratic style. In China, it is a high-performance-oriented society. In Taiwan they like a more paternalistic leadership system, if it comes across as more benevolent and ethical. So, for a company to enter a country's market, it has to understand these cultural differences to make the necessary adaptations.
Mr. Kelvin Harrison demonstrated in practice in his work how this process of dealing with other cultures is challenging in the organizational environment. It is necessary to know the cultural differences to avoid misunderstandings.
References
Competitive Enterprise Institute. (2012, November 14). I, Pencil: The Movie [Video]. YouTube.https://www.youtube.com/watch?v=IYO3tOqDISE
Esan, O., Ajayi, F. A., & Olawale, O. (2024). Managing global supply chain teams: Human resource strategies for effective collaboration and performance. GSC Advanced Research and Reviews, 19(2), 13–31. https://gsconlinepress.com/journals/gscarr/sites/default/files/GSCARR-2024-0161.pdf
Robbins, S. P., & Judge, T. A. (2022). Essentials of Organizational Behavior (15th ed.). Pearson.
Organizational Citizenship Behavior (OCB)
More experienced professionals who have already held middle-level to senior positions within a company are more committed and have an Organizational Citizenship Behavior (OCB), more engaged with the company. Alfonso et al. (2024) said about factors that influence OCB such as: interpersonal skills, effective communication, teamwork. In addition, the company can encourage a system of recognition and rewards to motivate greater OCB.
A theory presented by Robbins et al. (2022) that defines employee engagement and explains more about OCB is the Leader-member Exchange (LMX) theory, in the authors' words: "subordinates with ingroup status will likely have higher performance ratings, less turnover, and greater job satisfaction". The "ingroups" are the subordinates who have a high-quality relationship with the leader.
Usually, those who work for many years in the company and receive promotions to advance are the people who are in the "ingroup", rather than the "outgroup", which is the group of people who maintain a more formal relationship, without identification with the leadership.
Over the years, the employee having ethical conduct and positive attitudes creates something called trust. Robbins et al. (2022) says that "integrity-based trust is much more effective at reducing the costs associated with building new relationships". This trust can provide more opportunities over the years, creating a more intense OCB with the company.
Some examples of employees who reached high positions as CEOs, that probably having a high OCB, in large companies after some years of work: Doug McMillon at Walmart, Mary Barra at General Motors, Andy Jassy at Amazon and Sundar Pichai at Alphabet (Google).
References
Alfonso, D. N., & Prasetyo, D. W. (2024). THE INFLUENCE OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) AND ORGANIZATIONAL COMMITMENT ON EMPLOYEE PERFORMANCE:(Study on Service Employees at PT. Pos Indonesia, Jombang Branch). JOURNAL OF HUMANITIES, SOCIAL SCIENCES AND BUSINESS, 3(4), 944-954.
Leadership. Doug McMillon. President and CEO, Walmart Inc. https://corporate.walmart.com/about/leadership/doug-mcmillon#:~:text=Doug%20McMillon%20is%20a%20lifelong,roles%20across%20each%20business%20segment.
Mary T. Barra. Chair and Chief Executive Officer. https://www.gm.com/company/leadership.detail.html/Pages/bios/global/en/corporate-officers/Mary-Barra
Person details. Andy Jassy. President and Chief Executive Officer. https://ir.aboutamazon.com/officers-and-directors/person-details/default.aspx?ItemId=7601ef7b-4732-44e2-84ef-2cccb54ac11a#:~:text=Andy%20Jassy%20is%20President%20and,on%20the%20Board%20of%20Directors.
Robbins, S. P., & Judge, T. A. (2022). Essentials of Organizational Behavior (15th ed.). Pearson.
Sundar Pichai. Indian-born American executive. (2024, July 22). https://www.britannica.com/money/Sundar-Pichai
The concept of leadership
The concept of leadership and what would be an ideal leadership has changed over the decades, as shown in Northouse (2021).
Robbins et al. (2022) defines the concepts of transformational and transactional leadership. The transactional leader is the one who guides and motivates employees towards goals, helping each one understand their role within the team and in the accomplishment of tasks and, in the words of the author, "allocating rewards and punishment where needed, and (passively or actively) intervening when the situation calls for it". So, reward and punishment play an important role in this type of leadership. Asbari (2024) show that transactional leadership has no effect on the satisfaction in the work environment of the teachers surveyed. However, Ngatia (2024) shows in his research that "it can be effective in organizations as it leads to goal attainment and job satisfaction". It is a goal-focused leadership, depending on the culture of the place or company, it is something that may or may not cause satisfaction.
The transformational leader, on the other hand, is able to make the employee, according to Robbins et al. (2022): "transcend their self-interests for the good of the organization". The author highlights 4 important points for this type of leadership: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. These four points are known as the "four I's" and result, according to Robbins et al. (2022), in "all result in extra effort from workers, higher productivity, higher creativity, higher well-being, higher morale and satisfaction, higher organizational effectiveness, lower turnover, lower absenteeism, and greater organizational adaptability." Rojac et al. (2024) showed that this type of leadership impacted the performance of the educational institutions studied.
In addition to these two types of leadership, according to Robbins et al. (2022), authentic leadership, the importance of ethical leadership and servant leadership stand out, in addition to other types of leadership.
References
Asbari, M. (2024). Linking Transformational and Transactional Leadership on Teacher Satisfaction during Digital Era. PROFESOR: Professional Education Studies and Operations Research, 1(01), 16-24. http://journal-profesor.org/index.php/profesor/article/view/6/6
Ngatia, E. M. (2024). TRANSACTIONAL LEADERSHIP IN NUTRITION PROGRAMS: A REVIEW OF LITERATURE. African Journal of Emerging Issues, 6(5), 16-32. https://ajoeijournals.org/sys/index.php/ajoei/article/view/568/683
Northouse, P. G. (2021). Leadership: Theory and practice(9th ed.). SAGE Publications, Inc.
Robbins, S. P., & Judge, T. A. (2022). Essentials of Organizational Behavior (15th ed.). Pearson.
Rojak, J. A., Sanaji, S., Witjaksono, A. D., & Kistyanto, A. (2024). The influence of transformational leadership and organizational culture on employee performance. EDUKASIA: Jurnal Pendidikan dan Pembelajaran, 5(1), 977-990. https://www.jurnaledukasia.org/index.php/edukasia/article/view/926/609
Leader-Member Exchange (LMX) Theory
In addition to the Leader-Member Exchange (LMX) Theory, the leadership theories and models that were discussed in this forum.
Let's think about this bond between leaders and members. What will this be like in the future? Because Robbins et al. (2022) presents a theory that says that leadership can be irrelevant and this already has an impact on real life, some companies are adopting and testing this model. The theory is called Neutralizers and what would be the leader's substitute would be the "substitutes", which in the definition of Robbins et al. (2022) is "attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure." The authors give some examples: "Organizations such as video game producer Valve Corporation, Gore-Tex maker W. L. Gore, and collaboration-software firm GitHub have experimented with eliminating leaders and management". It is a very different model from the current dominant ones, as employees can organize themselves to define the team's work, even the salary, breaking rigid rules and procedures. Perhaps the model will succeed, or not be used in the future.
I did a lot of research on the subject and found almost no recent works. It is a very disruptive subject that is not very well-known. Most research on the subject is paid articles, so to illustrate a case, I found this post on Linkedin that explains the case of Valve Corporation: https://www.linkedin.com/pulse/y-theory-leaderless-leaders-valve-corporation-sandhya-johnson/
The question remains: it's about people, but what about positions? What will this issue be like in the future of work? An excerpt from the post: "Gabe Newell, Valve's founder, said Valve operates in a way that it can only hire the finest people. “Having someone tell someone else what to do would just be completely destructive to Valve. We're completely allergic to that.”
References
Johnson, S. (n.d.). Y theory and leaderless leaders: Valve Corporation. LinkedIn. Retrieved August 30, 2024, from https://www.linkedin.com/pulse/y-theory-leaderless-leaders-valve-corporation-sandhya-johnson/
Robbins, S. P., & Judge, T. A. (2022). Essentials of Organizational Behavior (15th ed.). Pearson.
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