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Generally, organisational behaviour may be said to be a term or phenomenon that was born out of the concept of organisational theory (Gopalakrishnan, 2008). …
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Download file to see previous pages This is because studies in organisational theories put emphasis on a number of interrelated fields of study such as communication, management and sociology, out of which the idea of behaviour can be studied. But because organisational theories are focused on organisations, the kind of behaviour that is studied as part of these fields is generalised and termed as organisational behaviour (Gumusluoglu and Ilsev, 2009). In principle therefore, organisational be said to be the study of how the behaviour of individuals, groups and corporate structures influence an organisation. Organisational behaviour is often undertaken as a study, in which case involves a number of qualitative and quantitative methods of analysis and data collection to take decisions on ways of improving organisational effectiveness (Bollen, 2009). It is therefore a very valid argument to make that organisational behaviour is directly related to organisational effectiveness. But for there to be organisational effectiveness, there are key components of organisational behaviour that must come to play, two of which are critically analysed below. Adaptive leadership theory and its influence on organisational effectiveness Adaptive Leadership and its role on Organisational Behaviour An organization without a leader may best be likened to a snake without a head. In such a situation, the organization becomes as powerless and the snake with its head cut off (Coad and Berry, 1998). This is because just as the head of a snake does for the snake, the leader is there to determine the direction that the organization will take in all its endeavours and corporate dealings (Bessant and Buckingham, 2003). It would however be noted that just as there are several forms of snakes, there are also several types of leaders, using different styles and forms of leadership. In recent times, one of the commonest forms of leaderships that are used in both the academia and in practice is the adaptive leadership. Adaptive leadership is very influential as a component of organizational behaviour, just as leadership in general is (Homburg, Krohmer and Workman, 1999). This is because from the definition of organizational behaviour, it is realized that organizational behaviour generally makes reference to how the organization reacts in intra-personal and inter-personal manner (Guns, 1996). Meanwhile, this sense of response is triggered by the leader, who determines how the organisation must behave. There are several ways in which leadership influences or determines organisational behaviour. In the first place, the leadership style and leadership phenomenon used at the workplace determines the kind of interactions and relationships that will exist among employees, between employees and employers, and between employees and customers (Bueno et al, 2010). Meanwhile, the nature of interactions and relationships that are in place within an organisation is a very instrumental part of organisational behaviour (Kanter, 2003). A typical example of this can be cited with Toyota Motor Corporation where the type of leadership practiced, which is adaptive leadership makes it possible for all employees to be freely part of organisational level decision making. Because of this, there is constant interaction and exchanges between employees, making it easier for employees to understand each other and thus create a more friendly and hospitable organisational behaviour among themselves and among other clients of the organisation. Another role of leadership on organisational behaviour is that leadership is very instrumental in the setting of organisational goals (Podsakoff and Organ, 1986). Meanwhile, Garcia (2008) stated that the goals, aims and visions of an organisation determines the response of the organisatio ...Download file to see next pagesRead More
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