Organizing Behaviour - PROJECT

ORGANISATIONAL BEHAVIOUR
NATIONAL LAW UNIVERSITY ODISHA, CUTTACK
SUBJECT
TOPIC
LEADERSHIP BEHAVIOR AND FOLLOWER PERFORMANCE
SUBMITTED TO
DR. ARJYALOPA MISHRA
(Assistant Professor of Management)
SUBMITTED BY
AARUSHI PRABHAKAR (18BA004)
AAYUSH AKAR (18BA002)
ALVIA AHSAN (18BA009)
HIMANSHI LODHA (18BA040)
PALLAVI (18BA073)
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TABLE OF CONTENTS
ACKNOWLEDGEMENT....................................................................................3
INTRODUCTION................................................................................................4
RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE,
LEADERSHIP BEHAVIOR, AND JOB SATISFACTION................................5
EFFECTIVE LEADERSHIP BEHAVIOR: WHAT WE KNOW AND WHAT
QUESTIONS NEED MORE ATTENTION........................................................7
TRANSFORMATIONAL LEADERSHIP AND MUTALITY...........................9
IMPROVING THE "LEADER-FOLLOWER" RELATIONSHIP: TOP
MANAGER OR SUPERVISOR? THE ETHICAL LEADERSHIP TRICKLE-
DOWN EFFECT ON FOLLOWER JOB RESPONSE......................................12
EMBRACING TRANSFORMATIONAL LEADERSHIP: TEAM VALUES
AND THE IMPACT OF LEADER BEHAVIOUR ON TEAM
PERFORMANCE...............................................................................................15
THE RELATIONSHIP OF JOB SATISFACTION WITH SUBSTITUTES OF
LEADERSHIP BEHAVIOUR AND WORK MOTIVATI................................17
ETHICAL CHALLENGES IN THE LEADER-FOLLOWER RELATIONSHIP
............................................................................................................................19
DO AS I SAY (AND DO): ETHICAL LEADERSHIP THROUGH OF LOWER
RANKS...............................................................................................................21
LINKING TEAM LEADER’S HUMAN & SOCIAL CAPITAL TO THEIR
TEAM MEMBERS’ CAREER ADVANCEMENT..........................................23
AUTHENTIC LEADERSHIP AND BEHAVIOURAL INTEGRITY AS
DRIVERS OF FOLLOWER COMMITMENT AND PERFORMANCE.........26
RELEVANCE.....................................................................................................29
SCOPE................................................................................................................30
CONCLUSION...................................................................................................31
BIBLOGRAPHY................................................................................................32
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ACKNOWLEDGEMENT
Undertaking a project work is a craft of getting things done in an alternate way that requires
conceptualizing and many research exercises. It is unimaginable without the assistance and
guidance of a mentor. Only one person never constructs a noteworthy research venture like
this. The fruition of the undertaking could not have been conceivable without the
commitment of such a large number of individuals who are genuinely valued.
Firstly, we would like express heart full obligation and profound feeling of appreciation to
our subject educator Dr. Arjyalopa Mishra, this information was urgent for understanding the
essentials of the venture. We additionally wish to thank our family and companions as a
motivation and their desires were dependably a managing light for us.
Lastly, we would like to thank the almighty to confer upon us the required wisdom to
complete this project and make it a success.
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INTRODUCTION
The main objective of the study is to evaluate the extent to which leader behaviour affects the
performance of employee. There is significant effect of leader behavior on employee
performance, Job-centred leader behavior significantly affects employee performance,
leadership style significantly affects employee performance and there is significant
relationship between leader behavior and productivity of employee. It was therefore
established that effective leadership is critical in every organization. The emphasis is on
adopting good leader behavior by leaders in all levels of the organization.
Subordinates or follower’s job satisfaction is influenced by the leadership style or behaviour.
Leadership style or behaviour is the potential of the leader to influence the subordinates so as
the subordinates give their best or perform at highest level at the organisational level. Team
performance is often affected by leadership via the mediating effect of team potency. Team
power distance and team collectivism moderated the impact of leadership on team potency,
meaning higher distance gap teams and collectivistic teams have positive impact of
leadership on team potency. Our research revolves around the behaviour of leader i.e.,
leadership behavior which in turn effects the performance of an employee in an organization
or team or work unit. The relationship between the leaders and employee should go hand in
hand so that they can work coherently which will help in overall growth of an organization.
Job satisfaction is often meant as the attitude that people have for their job. Pay, promotion,
co-workers, supervision and job itself are considered as the essentials for job satisfaction.
Minnesota Satisfaction Questionnaire is used by the author to study the association of job
satisfaction with the variables that are leadership behaviour, work motivation and substitutes
of leadership.
the subordinates give their best or perform at highest level at the organisational level.
Initiating structure and consideration are the two ways through which leadership behaviour
can be measured. The way leader organizes and defines the relationship within the group is
the initiating structure leadership style.
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RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE,

LEADERSHIP BEHAVIOR, AND JOB SATISFACTION
AUTHOR: YAFANG TSAI

PUBLISHER: BIOMED CENTRAL
JOURNAL: BMC HEALTH SERVICES RESEARCH, 2011
BACKGROUND
Organizational culture means in totality the shared beliefs, values, customs, traditions,
assumptions or perceptions between the staff or employees within an organizational unit
which ultimately shapes the behaviour and attitude of an employee psychologically and
socially.[CITATION Rob05 \l 16393 ].
To achieve the task of an organization the officers or the administrators most of the time
adjust or change their leadership behaviour which further helps in influencing the job
satisfaction of the employees. For this very reason, it’s very important to understand the
relationship between organizational cultures, leadership behaviour and job satisfaction of the
employees as they are positively interlinked with each other.
MECHANISM OF THE STUDY
A survey cum study was conducted in Central Taiwan where the nurses of two hospitals were
chosen and the method adopted was a cross-sectional to analyse the relationship between job
satisfaction, organizational culture, and leadership behaviour. In this study, they used
Cronbach’s alpha coefficient to check the reliability of the data.
RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND LEADERSHIP
BEHAVIOR
To maintain a healthy relationship among the persons in the organization, a leader plays a
very important role because he’s the one who is responsible for inculcating values and
behaviour which are followed by their subordinates to maintain strong integrated behaviour
and also ensures coherent behaviour among the members of the organization. [ CITATION
Chr06 \l 16393 ].
RELATIONSHIP BETWEEN LEADERSHIP BEHAVIOR AND JOB

SATISFACTION
To create a positive environment in an organization, there must be a significant role of job
satisfaction which will ensure that the workers and the employees are quite much satisfied
with their current status of the job which has been handed over to them. This can only be
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made possible when leaders are supportive and caring which will, in turn, help in reducing
conflicts among them and ensure a better workplace to provide for the development of the
totality.
RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND JOB
SATISFACTION
Organizational culture communicates shared principles, values, and beliefs, which is the
social glue that binds a community together. [ CITATION Tre99 \l 16393 ]. A strong culture is a
system that explains how people are supposed to behave in an organization. [ CITATION
Dea00 \l 16393 ]. As a result, employees can achieve appreciation and satisfaction when they
complete the tasks that the organization assigns to them. This brings a kind of positivity in
the environment and the minds of the employees and that again promotes them to work
harder.
The organizational culture has played a huge role in building companies like Apple, Google,
Tesla, etc, which has proven to be one of their secret to success. This situation feels to be
such stimulated that once an employee joins these companies, the culture which they have
developed within them, makes them work whole-heartedly and which thus reveals greater
shared values and results in better outcomes which favors the organization at the end of the
day.
INFERENCES FROM THE FINDINGS FROM RESEARCH
According to the primary data which was collected in the research work, it supported the very
evidences that the leaders gave their subordinates complete guidance and acknowledged their
issues and grievances. Another aspect which came into the picture was the consistency in the
attitude of the leader when they gave commands or orders to the subordinates. This played a
huge role in the subordinate being clear in the orders which they received and therefore
worked in a more focussed way towards achieving the very objective of the organization.
This brings us to the conclusion where we can say that the organizational culture plays a very
important role in the organization as it binds it like concrete acting as a major force.
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EFFECTIVE LEADERSHIP BEHAVIOR: WHAT WE KNOW

AND WHAT QUESTIONS NEED MORE ATTENTION
AUTHOR: GARY YUKUL

PUBLISHER: ACADEMY OF MANAGEMENT
JOURNAL: ACADEMY OF MANAGEMENT PERSPECTIVES, 2012
BACKGROUND
This article has focussed on the important aspect about the leadership behavior i.e. knowing
at least what exactly it’s all about and what it ought to be in order to let people and the fellow
researchers know and dive deep into thoughtful lanes of the topic. The method of Taxonomy
has been used by the author in the following article in order to explain the nuances of the
Effective Leadership Behaviour and the influence that it creates over the employees in an
organization as a whole workers’ unit.[ CITATION Gar02 \l 16393 ].
The essence of leadership has always been the influencing power and the capability to get the
job done which is the prime reason why the top-level management institutes make the
students earn a job which pays such a high salary to the effective leader which gets them their
job done in a quick frame of time.[ CITATION Ter04 \l 16393 ].
The above-mentioned theories and concepts have been compiled into a hierarchal taxonomy
which consists of 4 Meta-Category Leadership Behaviours which are as follows:
TASK-ORIENTED BEHAVIORS
As we all know that a company requires to save the efforts which may cause them
unnecessary delay and getting deviated from the central objectives. The prime agenda of this
kind of behavior is to conduct research effectively and consistently by making the people,
tools, and machinery available at the desired place at the desired time. This helps in handling
the tasks efficiently and gets the job accomplished quickly. This is done with the help of
specific component behaviours which have a huge role of different methodological
approaches which include
1. Planning and organizing the activities which take place within the organization.
2. Clarifying the roles and objectives of the workmen in order to ensure the unity of direction
and unity of command.
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3. Monitoring the operations of the various departments in order to keep a check over the work
in progress.
4. Resolving the problems which may arise due to some mismanagement or internal conflicts
within the organization.
RELATION-ORIENTED BEHAVIORS
This is used by the leaders to improve their interpersonal skills at work in order to maintain
healthy relationships with the fellow colleagues. This is also done to improve the efficiency
of human resources and the level of interactions that is often called human capital which is
the prime object in this scenario.
There are various specific components which are to be taken into consideration by the leaders
which are:
1. Supporting the employees and colleagues in their good and bad times. This also includes
taking part effectively in their decision making and guiding them to do the basic stuff which
they aren’t used to in the organization.
2. Developing an employee or subordinate means to contribute in their lives by advising them
on various matters such as career guidance etc.
3. Recognizing the efforts of the juniors and subordinates in the organization.
4. Empowering of the subordinates can only be done when they are made to realize their
original potential.
CHANGE-ORIENTED BEHAVIORS
This is done to improve creativity, mutual learning and the adaptation of the employees and
subordinates to the external world. The key components may include:
1. Advocating change helps to reason the very rationale behind the change.
2. Articulating and inspiring the vision of an employee helps in upgrading the skill which they
possess.
3. Encouraging innovation always helps in pumping up the spirits.
4. Encouraging collective learning ensures that the growth is not individual rather holistic.
The initial two components have been focussing on encouraging the ability of an employee to
not resist transition while the second one has focussed on the facilitation of the aid to help in
the same thing.
EXTERNAL LEADERSHIP BEHAVIOURS
It majorly focusses on extracting the necessary information and the resources from the
external connections along with preserving them for the interest of the employees and the
organization.
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There are three different kinds of external behaviours which are as follows:
1. Networking includes making connection which in some or the other way helps in the growth
of the firm.
2. External Monitoring contains the processes which analyse the external forces to improve
what’s happening within their organization.
3. Representing shall mean to step forward and ask for the resources that your department and
organization wants from the external factors.
RECOMMENDATIONS
The research is very much limited only to the Four Meta-Category of Hierarchical
Taxonomy. To improve the performance of the organization more research needs to be
conducted on the effects of ethical and responsible leadership and also whether it can be
separately included in a taxonomy or not.
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TRANSFORMATIONAL LEADERSHIP AND MUTALITY
AUTHOR: MARY MILLER

PUBLISHER: SAGE PUBLICATIONS, LTD.
JOURNAL: TRANSFORMATION, VOL. 24, NO. 3/4 (JULY & OCTOBER 2007), PP.
180-192
BACKGROUND
How do leadership studies and research have to tell regarding the mutuality of changing
leaders, and is evolving associated with becoming charismatic? Transforming
and charismatic leadership are two separate and distinct theories in leadership analysis so it is
crucial to understand the distinguishing characteristics between them. In this discussion, the
theoretical basis of the word charismatic leadership in leadership analysis is described.
KEY CONCEPTS
Conceptual Basis, Leadership Theorist, Transformational Leadership, Leadership Research
Psychology, Charismatic Leadership
SUMMARY
Most of the scholars have blended charismatic and transformational leadership (Behling &
McFillen, 1996; Conger & Kanungo, 1998). But many scholars are just focusing on
transformation leadership (Burns, 1978; Shamir, 1999; and Alban-Metcalfe, 2001). As per
Transforming and charismatic leadership are two different theories in leadership study, and it
is important to consider the difference between such theories as per Conger (1999).
Weber characterized charismatic leaders as having special influence but fundamentally an
unpredictable force that evolved in moments of stress. Swindlers research of charismatic
leaders revealed the need for the charismatic leader to indulge in "exaggerated and erratic
personal eccentricities" (Bryman 1992 quoting Swindler, 1979, p. 7). Burns' (1978) in-depth
contextual review recognizing transforming leaders as a particular phenomenon or hypothesis
within the area of leadership analysis was the basis for research into under-standing
transforming leaders. The conceptual model of transforming personalities by Burns pushes
this idea into popularity. The interpretation of Burns cited above, offers a framework on
which to analyse the attitudes and conceptualizations of evolving leaders. Burns proposed
transforming leadership as leaders who appreciated a training cycle, especially leaders who
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could learn from everyone else. Charismatic leadership has been reclassified 'heroic'
leadership and the term charismatic/heroic will be used synonymously in leadership research.
The core characteristics of the heroic leader reflect the strong leader in that heroic leaders are
considered to be larger than life and are mentors that others would look at and aspire to
imitate (Alimo-Metcalfe & Alban-Metcalfe, 2011).
Boulding describes different forms of energy that leaders use within society and defines love
as a kind of force that leaders are using. While trying to conceptualize how the integration
works in an institution, Boulding explains integrative influence in many different ways. He
implies that mutual dynamics are an essential feature of multidisciplinary power; that
multidisciplinary power is the driving force in institutions within production capacity.
Boulding's philosophy of power also discusses mutuality. The fusion aspect of love as power
base includes a dynamic of reciprocity. Boulding claims that this reciprocity allows for
efficiency within organisations.
DIFFERENCE BETWEEN TRANSFORMATION AND CHARISMATIC
LEADERSHIP
 DEFINITION- As per Burn’s theory transformation theory means the reciprocal process of
COMMENTARY
The available literature shows that the influential mechanisms used by charismatic leaders
vary from the prominent procedures used by transforming leaders, which show variations in
persona. The persona of the leader, which is her/his perception of self and the consequent
self-scheme, has implications across the institution. The fact that the leader seeks to receive
from the follower, show', responsible to articulate his/her vision clearly, and gain agreement
and commitment to that specific vision. The transforming leader has an openness to follower
input and impact of the vision, which involves power in Burns's definition, profiles the
sharing and participation. But this is not the case with the charismatic leader as he makes
followers believe in them and focus is on their abilities.
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IMPROVING THE "LEADER-FOLLOWER" RELATIONSHIP: TOP

MANAGER OR SUPERVISOR? THE ETHICAL LEADERSHIP
TRICKLE-DOWN EFFECT ON FOLLOWER JOB RESPONSE
AUTHOR: PABLO RUIZ, CARMEN RUIZ AND RICARDO MARTÍNEZ

PUBLISHER: SAGE PUBLICATIONS, LTD.
JOURNAL: JOURNAL OF BUSINESS ETHICS, VOL. 99, NO. 4 (APRIL 2011), PP. 587-
608
BACKGROUND
Since time immemorial, the phenomenon of leadership and its understanding has attracted the
attention of the business world because of its important role in human groups. Nevertheless,
for years efforts to understand this concept have only been centred on people in leadership
roles, thus overlooking an important aspect in its understanding: the necessary moral
dimension which is implicit in the relationship between leader and follower. An illustration of
the significance of taking into account good ethics in leadership is objective scientific
research where the strong performance of the 'leader-follower' relationship is expressed when
individuals regard ethical governance at higher hierarchical organizational levels. To be
precise, the results of this study show that the follower's job response is enhanced via a partial
moral trickle-down effect from the top manager to the immediate superior, as well as both
aspects and the managerial level on which the practice of ethical leadership should be based
to have a greater impact on the follower's positive job response.
KEY CONCEPTS
Ethics, Job Response, Leadership, "Leader-Follower" Relationship, Trickle-Down Effect
SUMMARY
Due to its significance in human groups, the idea of leadership is one of the institutional
themes most perplexed by researchers over the decades (Burns, 1978). Any relationship
involves a mutual relationship to be ideal (Kouzes and Posner, 2002) and the need for trust, in
turn, for good ethics (Treviño et al., 2000). As a result, scholars have begun to attach great
significance to the role of good morals on the part of the leader to better understand this
situation, thus making ideal use of the relationship between the leader and the follower (Bass,
1990; Burns, 1978).
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Only contingent theories concentrate their emphasis on other issues as significant factors for
the prediction of leadership and leadership efficiency besides the leader as an individual. All
of this indicates a critical step forward and a pattern in comprehending the situation,
particularly when the academic background started to focus on one of these components: the
follower. Leadership was then left unnoticed as a one-person occurrence and began to be seen
more as an interpersonal devotee relationship between two agents, in which knowing and
explaining the rationale why the follower is inspired to follow and conform to the leader was
vital to a clearer picture of the occurrence (Gini, 1997).
While it is unlikely that an employee can view the morally good individual of the Top
Manager due to factors related to the size of the company, Top Manager's Ethical Leadership
(TMEL) is indicated as a major influence on employee reaction, because it is possible to view
the morally good manager of the Top Manager, i.e. his/her picture of good ethics (Pettijohn et
al., 2008; Shafer). TMEL has a major impact on employee satisfaction, (affective)
organizational dedication, citizenship behaviour (loyalty, teamwork and individual initiative)
and turnover.
Ethical leadership, therefore, builds confidence in the leader and fulfils the expectation of the
relationship, thus accomplishing an improvement in performance relationships. The
relationship between agents based on social elements is better than based on instrumental
aspects since the effort of the former follower is greater than the contract of employment
formally expected (Carmines and Zéller, 1979). An ethical leader is conflated with an act of
real power that produces confidence in the followers and changes the mind, soul and will of
the supporters (Guillen and Gonzalez, 2001).
In the case of ethical leadership of the supervisor as supervisors are very proximal to
followers may not only get the feeling that the leader is morally good but also that morally
good one. Both pillars may be the follower who can identify with leaders to a greater degree
(Brown et al., 2005). Ethical governance, ethics, love, truthfulness, integrity, listening and
obligation (employees or the community), interpersonal and interpersonal supervisory
services, are among the pleasant elements that followers of the former may perceive (Brown
2006).
COMMENTARY
Ethical leadership requires ethical governance. If leaders are ethical, they will make sure that
ethical activities are followed throughout the institution. Naturally, leaders are in a position of
power both on and off the job, and ethical leadership needs to reflect on how leaders take
advantage of that power in the decisions they make, the acts they take and how they impact
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others. Leaders are important for inspiring followers to take action, perform tasks and behave
in certain ways. Successful leaders also shape processes, promote change in perceptions and
beliefs and enhance their followers' trust and self-efficacy. By showing ethical leadership, we
promote a high degree of integrity that fosters a sense of confidence and promotes fellow
employees to accept and follow our view. Character and honesty provide a solid foundation
for other personal features that guide our ethical principles, beliefs, and actions.
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EMBRACING TRANSFORMATIONAL LEADERSHIP: TEAM

VALUES AND THE IMPACT OF LEADER BEHAVIOUR ON TEAM
PERFORMANCE
By:- JOHN SCHAUBROECK, SIMON S. K. LAM, SANDRA E. CHA
BACKGROUND
In this article the author studied the association between behaviour of the leader and the
performance of the team. Ambitious collective goals are articulated by leaders and also
encourage their followers to accept them. Followers are supported by leaders in many ways
for fulfilling the goals that is leaders act as their role model, showing concern for them as
individual and motivating team work. The article also focuses on the team values which
mean the average level of values shared by the team.
KEY CONCEPTS
Collectivism, followers, transformational leadership, power distance, individualism
SUMMARY
Team performance is often affected by leadership via the mediating effect of team potency.
Team power distance and team collectivism moderated the impact of leadership on team
potency, meaning higher distance gap teams and more collectivistic teams have positive
impact of leadership on team potency. [ CITATION Ear931 \l 16393 ]
Confirmatory factor analysis was used with LISREL for the Measurement Model Test. The
test tested the expected factor structure of all the Hong Kong data measures and contrasted
the findings with the initial English versions of the U.S. sample instruments.
According to the author in the following ways leaders can enhance team potency that is by
communicating confidence in the team that the team has the potential to achieve the
ambitious collective goals. Followers are encouraged by their leaders to engage in analysis
which helps them as to how to approach to their work and this thereby makes them believe
that they can do analysis which is required for good performance of the team. Leaders
provide their followers with any support that is required by them which therefore boots the
confidence of the team members that the members will be able to accomplish the task
provided to them. Lastly, leaders try to bring unity and cooperation among the team members
so that it doesn’t affect their work due to the conflicts within the team. Hence, it can be said
that team performance is often affected by leadership via the mediating effect of team
potency. [ CITATION McN04 \l 16393 ]
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Till now as such there has not been much work on how values affect leadership process but
according to the authors, two values are identified by Hofstede that moderate the relationship
between leader and team potency which are power distance and collectivism. Power distance
means where people accept the unequal distribution of the power or status differences. In
power distance, people with low status get influenced by the people having high status.
Collectivism means that more importance or focus is given to group or community desires
rather than individual’s desires for example showing concern for the employees etc. The
authors have argued that when collectivism and positive distance is high in teams then the
leaders are successful and powerful in boosting team’s confidence. Leadership patronizes the
differences and inequality between the leader and his substitutes and also creates
cohesiveness between the leader and his/her follower therefore it has been held that
leadership has dualistic quality.
Findings suggest that it could lead to loss of valuable/good ideas if the leaders didn’t promote
power distance among its followers. Also, the leaders maintain distance from their followers
while addressing to their needs and suggestion for getting respect for their own authority. Till
now studies have usually focused on organizational or societal values but this article/search
focuses on the importance of team values and how the team values affect the subordinates’
response to leadership and they thereby influence the team performance.
COMMENTARY
Since there is expansion of workforce globally, leaders face a growing requirement to mend
their behaviour to their followers with diverse values. Further studies shall focus on how
leaders can inculcate these values for team success and thereby ensure a better workplace to
provide for development of the totality. When collectivism and positive distance is high in
teams then the leaders are successful and powerful in boosting team’s confidence .Leaders
can enhance team potency by communicating confidence and by bringing unity and
cooperation among the team members so that it doesn’t affect their work due to the conflicts
within the team.
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THE RELATIONSHIP OF JOB SATISFACTION WITH SUBSTITUTES

OF LEADERSHIP BEHAVIOUR AND WORK MOTIVATI
BY:- STEVEN W. POOL
BACKGROUND
In this article, the author with variables such as substitutes of leadership, work motivation and
leadership behaviour have tried to study the relationship of the above mentioned variable
with job satisfaction. The author has tried to study that out of the three which one has the
most impact on job satisfaction.
KEY CONCEPTS
Job satisfaction, motivation, expectancy theory, predictive value
SUMMARY
Job satisfaction is often meant as the attitude that people have for their job. Pay, promotion,
co-workers, supervision and job itself are considered as the essentials for job satisfaction.
Minnesota Satisfaction Questionnaire is used by the author to study the association of job
satisfaction with the variables that are leadership behaviour, work motivation and substitutes
of leadership.
the subordinates give their best or perform at highest level at the organisational level.
Initiating structure and consideration are the two ways through which leadership behaviour
can be measured. The way leader organizes and defines the relationship within the group is
the initiating structure leadership style. It is dictated by the leader to the followers as to how
to perform the job. Consideration leadership style is the style or behaviour of the leadership
which showcases sense of friendship and respect between the leaders and his/her followers.
[ CITATION Yuk89 \l 16393 ]
There is an association between leader’s behaviour and job satisfaction according to Holdank
There is a positive effect on the follower’s job satisfaction if the leader uses consideration
leadership style whereas there is a negative effect on the follower’s job satisfaction if the
leader uses the initiating structure leadership style.[ CITATION Hol93 \l 16393 ]
Motivation is the other variable or factor for job satisfaction therefore leaders should identify
and follow the mechanism or process which keeps their followers or subordinates motivated.
The same has also been laid in the expectancy theory. Motivation is measured using the
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expectancy theory. Outcomes of the job determine motivation. Expectancy theory has laid
down two levels of outcome. The first level of outcome is the level to which job is successful
and second level of outcome is reward that is received due to successful performance of job.
[ CITATION Kat90 \l 16393 ]
From the research author has held that motivation, consideration leadership style and
substitutes of leadership have positive effect on job satisfaction whereas initiating leadership
and job satisfaction have inverse relationship.
Research showed that for maximum people motivation was important for job satisfaction.
With increase of job satisfaction motivation also increases and vice versa.
The variable that is second most important for job satisfaction is consideration leadership
which is the style or behaviour of the leadership which showcases sense of friendship and
respect between the leaders and his/her followers. For job satisfaction it is very important to
have positive and friendly atmosphere. This can be only made possible when leaders are
supportive and caring which will, in turn, help in reducing conflicts among them and ensure a
better workplace to provide for development of the totality.
COMMENTARY
As a whole the effects of the variable denote that job satisfaction is a complex concept.
Further study should be done in different set ups like the retail, manufacturing etc. focusing
more on the effect of leadership behaviour and substitutes of leaders. There is an association
between leader’s behaviour and job satisfaction. There is a positive effect on the follower’s
job satisfaction if the leader uses consideration leadership style whereas there is a negative
effect on the follower’s job satisfaction if the leader uses the initiating structure leadership
style. Leaders should identify and follow the mechanism or process which keeps their
followers or subordinates motivated.
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ETHICAL CHALLENGES IN THE LEADER-FOLLOWER

RELATIONSHIP
AUTHOR: E P HOLLANDER
PUBLISHER: JSTOR
JOURNAL: BUSINESS ETHICS QUARTERLY, 1995
SUMMARY
The philosophy of leadership is a process, one which is learned with the course of time and w
ith the experiences gained along the way.
A leader's actions determine the wellbeing of the people employed under his leadership.
THE CENTRALITY OF LEADER-FOLLOWER RELATIONSHIP
One essential aspect of the relationship between leader and follower is how the follower perc
eives the leader.
This depends on a variety of factors including the presence, use or harassment of followers. A
buse deprives a leader of honest subordinates cowed with facts. It can fuel self-absorption an
d self-deception which is arbitrary power pitfalls.
The 'reward pattern' principle contrasts with one that shows unity of intent embodied in
teamwork. A head of a company such as Roger Smith, president from 1981 to 1990, is a good
example. He presided over a remarkable 20 per cent share of the U.S. market under his
business.
To others, it was thought that Smith was rigid and unresponsive to demands and pressure fro
m outside.
Asked by Fortune magazine went wrong, he responded, "I don't know. It's a complicated thin
g." But the company maintained its trend of reward: the GM board raised its already generous
payout to more than a million dollars a year on its retirement (Hollander, E. P. 1995).
CHARISMA AND ITS EFFECTS
Unethical leaders are more like using charisma to improve their influence over their
followers. This is aimed at getting itself served by exploiting its followers. Yet an ethical
leader would use his / her charm to support his / her entire team in a positive way. Weber
said, “if his leadership fails to benefit followers, it is likely that his charisma will
disappear”(Gresh, G. L. (1989).
THE CONTRAST BETWEEN POWER AND IDENTIFICATION:
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Influence influences the relationship when (i) Control is desired at any expense (ii) Individual
power tempts to use resources for self-benefit (iii) Generates an elevated sense of self-worth
(iv) Other people's devaluation. This generated inequalities in the followers' relationships and
resentments.
JOINING OR DISTANCING FOLLOWERS
W. Edwards Deming, claimed that leaders getting massive financial reward has eroded coope
ration at many American firms. Criticisms have centered on how these sums greatly exceed
the pay of an average worker, as compared to foreign competitors, despite manifestly poor
outcomes.
Leader whose performance is below par fails in maintaining loyalty and confidence and thus f
ailing in acquiring good followership.
LEADER PERFORMANCE
Leaders function as symbols that are also eliminated to express a rooted sense of the
fundamental question. Positive or negative outcomes are attributed to the leader and if things
don't work as expected, he / she will be more readily faulted and dismissed. Leaders are
bound to make moral choices more often than those they rule, and as one moves up the
ladder, those discrepancies become more important.
COMMENTARY
There are clearly ethical issues when it comes to using authority and power. Among others
are the detrimental impact that the leader and supporters have on the social contract. Being a
leader allows greater control and leverage over the consequences and actions of others. The
leader also has other benefits and privileges including higher financial incentives and, if
desired, the right to stay away. However, those rewards come to followers at the expense of
responsibility and transparency. The aim of mutual identity is hardly attainable where the
leader is seen as power-oriented, exploitative, and self-serving, particularly in the face of
failures. Instead followers may feel isolated and end up taking their allegiance elsewhere.
Today, the prospect poses critical challenges.
20
DO AS I SAY (AND DO): ETHICAL LEADERSHIP THROUGH OF

LOWER RANKS
AUTHOR: JOHN PUCIC

PUBLISHER: SPRINGER
JOURNAL: JOURNAL OF BUSINESS ETHICS, 2015
SUMMARY
Ethical leadership can be characterized as demonstrating normatively acceptable behavior
through personal actions and interpersonal relationships, and promoting such behavior to
followers through bidirectional communication, strengthening and decision taking (Pucic, J.
(2014).
Authority and rank promote the attraction of a leader. Such an attraction creates solidarity
among the followers towards the leader and contributes to a more favourable view of that
leader.
FOLLOWER RANK AND PERCEPTION OF ETHICAL LEADERSHIP
The theory of social identity describes how workers determine their level of employment in a
setting company by dividing themselves into recognizable categories. A close proximal
relationship between followers and leaders occurs within a military organization. Within such
a setup a follower is immediately considered as opposed to a higher rank. The theory of
leadership categorization implies that the success of a leader is determined by the followers'
expectations (Pucic, J. (2014).
In a military set-up it was found that his subordinates judge a lower ranking official the
harshest. The derived hypothesis suggests there is a positive connection between the rank of
followers and the understanding by individuals of the ethical leadership of their superiors.
ORGANIZATIONAL FAIRNESS CLIMATE
It's about how a company handles its workers equally. This is a central ethical responsibility
and is considered an acceptable trait in leadership. The derived theory notes that the
understanding of ethical leadership by a follower is directly linked to his / her understanding
of organization’s fairness.
FOLLOWER CAREER SATISFACTION
Social happiness may be attributed to job satisfaction. Derived hypothesis says that the career
satisfaction among the followers is positively influenced by a leader listening to the
follower’s suggestions and having their best interest in mind.
21
DATASET FOR STUDY

The study was conducted on participants who were from stratified random samples. The
strata were divided into eight geographical regions further subdivided by ranks. The survey
conducted was compared to the hypothesis stated in the beginning of the paper and the
following conclusions have thus been reached and agreed upon after comparing all the facts
and figures:
FINDINGS
 Support has been found for the hypothesis that lower-ranking officials should rate their
leaders low on ethical leadership criteria by virtue of their own position within the
organization. As person advances in his position, they undergo more training, heighten
leadership roles, and their own understanding of what makes a successful leader often
becomes abstract, leading them to give their direct supervisor higher ratings. A firm-specific
training will support this situation targeting primarily the lower-level staff with the aim that
ethical leadership should be presented more uniformly around the company irrespective of
one's position within the company.
 The result also concluded that ethical leadership and organizational justice are interlinked,
and both have the power to shape the actions of the follower in the desired manner. It also
gave way to 'ethical climate theory' in which the moral character of a leader would influence
the ethical environment of the organisation.
 All facets of job satisfaction are quality of life in a company, job management and
advancement, recognition and opportunities. This was found that those who work in an
organization at higher levels had better exposure to all of these aspects. Greater satisfaction
with one's job will manifest greater personal happiness that will spill into various facets of the
life of the follower—both within and outside the workplace indicating that ethical leadership
will serve as a mechanism for connecting these two domains.
COMMENTARY
Today the companies recognize only members of an organisation who are morally upright in
all ranks. Society too is gradually responding to its frustration with ethically ambivalent
attitude towards members. While our conduct has been shown over and over in history, we
have shown that we hold our leaders to high leadership behaviour- both on- and off-the-job,
and this pattern must be conveyed to followers in a transparent manner.
22
LINKING TEAM LEADER’S HUMAN & SOCIAL CAPITAL TO THEIR

TEAM MEMBERS’ CAREER ADVANCEMENT
Pearl Malhotra & Manjari Singh, Linking Team Leaders’ Human & Social Capital to their
Team Members’ Career Advancement, working paper, Indian Institute of Management
Ahmedabad.
The advancement of team members’ career linked to the major two factors viz. The social
and human capital of the team leader. Here, career advancement not just includes high salary
and promotions but other aspects like job enhancement, job enrichment, significant
opportunities, high recognition in projects, coveted acknowledgement, increased decision-
making power, etc. The author looks at the conceptual model showing how the characteristics
of high-performing team leaders impact the career advancement of their team member. We
have discussed briefly other factors like the relationship between the team leader and the
members using the Leader-Member Exchange Theory (LMX) and the Supervisory Support
Theory.
In an organisation, some managerial responsibilities are a must for a team leader to manage a
team. This results in the performance enhancement of the team members. However,
according to Sloan (2007) and Weiss (1977) if we neglect this managerial responsibility and
only look at their characteristics which forms their human capital, we would find that it still
impacts the performance of members. Also, there is a reciprocal effect that persuades team
members to imitate and imbibe the qualities and belief system of their team leader leading to
adhering to the performance trait of the team leader. (Greene, 1975) (Wang et al., 2005).
THE HUMAN CAPITAL OF HIGH PERFORMING TEAM LEADERS
Human Capital is defined as the combination of knowledge, ability, and skill and innovation
capability that an individual possesses and uses it to gain the required result. We have seen
that the competencies that a team leader should have has not changed over the years.
According to Mintzberg (1973) and Katz (1974) high decision making, interpersonal and
informational skill along with conceptual and technical know-how are certain imperative
human capitals that a team leader must be endowed with. Also, Fayol’s managerial functions
namely planning, organizing, commanding, coordinating along with communication and
proper mentoring presents an essential part of a team leader’s human capital
IMPACT ON TEAM MEMBERS’ CAREER ADVANCEMENT
Few studies have established a link between the impacts of human capital on team leaders on
23
the team members’ career advancement. However, most of them establish that a high-
performing team leader endowed with human capital has an influential impact on the career
advancement of the team members. Some observe that a team leader with high human capital
seeks to use high performing individuals (Kraut, Pedigo, McKenna and Dunnette, 1989);
thus, sanctioning behaviours that produce high performance. A constant demand for such
behaviour would thus lead to a performance which would ultimately favour the career
advancement of the members (Dasgupta, Suar, Singh, 2013).
SOCIAL CAPITAL OF HIGH-PERFORMING TEAM LEADER
Networking and Influencing are the two key qualities which aid a team leader in acquiring
social capital, i.e. favours got by being a part of the social capital. We can define networking
as “as individuals' attempts to develop and maintain relationships with others who have the
potential to assist them in their work or career” (Forret & Dougherty, 2004).
IMPACT ON TEAM MEMBERS’ CAREER ADVANCEMENT
According to the social network theory, in an organisation, employees are considered as
‘nodes’ and the relationships amongst them are termed as ‘ties’. To progress, not only the
qualities of the individuals are important but the ties built with the right individual leading to
enhancement of social capital. It is the disposition of relationships and the changes that helps
in producing more social capital (Granovetter, 1973). The Social Capital Theory explains the
effect of influencing and networking on career advancement; it says “an individual or group
adds and gains value and enables various activities by the virtue of the social structure she/he
is a part of organization (Coleman, 1990).
LEADER- TEAM MEMBER DYAD- A CONFOUNDING VARIABLE
The nature of the relationship between the team leader and the team members is an integral
factor in advancing the career of the team members. As per Social Exchange Theory, more
profound relationships would lead to exchanges that would benefit bilaterally with rewards.
Rich and frequent transactions would give greater opportunity to the team members to build
connections and observe and imbibe the capabilities of the leader.
COMMENTARY
The career advancement of the team members, apart from being positively affected by the
intentional efforts of the team leader, affected highly by the non-deliberate act or
characteristics of the team leader. A team leader with high human and social capital leads to
transfer of knowledge and opportunities to the team members through socialisation and
observation. A team leader with high human capital i.e. a perfect blend of theoretical,
technical and managerial capabilities would inherently require his team members to meet
24
his/her set standards. Thus, merely a part of the same team, the team members would grasp
the capabilities and the set standards leading to a by default improved working capabilities
and better career advancement opportunities. We know that great capabilities alone lead to
career advancement. A team leader with huge connections and better say in the organisation
would enable the team members to propagate their competencies and would make them better
recognised and thus leading to career advancement. A prominent relationship between the
team leader and team member or the leader-team member dyad forms as a confounding factor
and can alter the extent of impact.
The author presents a well-researched theoretical/conceptual framework of the impact of
team leader’s social and human capital on the career advancement of the team members.
However, the study has not empirically tested to provide a certainty to the basis of this
conceptual framework. This study opens up a scope for further research by inculcating other
factors into account, for instance, the personality traits of the team member and the team
members, varying ratio of team leader and the team member, disparity in conjunction with
goals between the team leader and the team members.
25
AUTHENTIC LEADERSHIP AND BEHAVIOURAL INTEGRITY AS

DRIVERS OF FOLLOWER COMMITMENT AND PERFORMANCE
Hannes Leroy, Michael E. Palanski, Tony Simons, Authentic Leadership and

Behavioral Integrity as drivers of follower commitment and performance, Journal of
Business Ethics
Authentic leadership has manifested from the idea “being true to oneself” i.e. to be true to one’s
word, which centres on those set of behaviours that signify that authentic leaders have self
-awareness and monitor themselves according to it (Avolio and Gardner 2005). On the same
line, behavioural integrity has emerged from the idea “being true to one’s word when dealing
with others” i.e. the alignment of words and action from followers’ perspective. Authentic
leadership and behavioural integrity both find its place within the sphere of affirmative
organisational behaviour. According to early research, both of them on the basis of theoretical
technique predict identical measure of follower performance.
AUTHENTIC LEADERSHIP & LEADER BEHAVIOURAL INTEGRITY
Authentic leadership is basically an internal-reflecting functioning that indicates one’s
truthfulness to oneself. Kernis and Goldman (2006) defined it as “the unobstructed operation
of one’s true or core self, in one’s daily enterprise”. They gave four components that
characterizes an authentic leader-
 Self-Awareness
 Balanced process
 Internalized moral perspective
 Rational Transparency
Behavioural integrity is mainly an outward-centred, perception of alignment of word and
deed. Simons (2002) defined as “the perceived pattern of alignment between the leader’s
words and deeds or, in other words, the extent that leaders are seen as practicing what they
preach.” The most important determinant of Behaviour integrity is the actual alignment of the
words and action that drives perceived alignment by the followers.
The actual alignment of words and deeds is subject to self-awareness as the lack of it would
compel leader to take decision under external pressure which would be perceived by the
followers as misalignment. Thus, it can be said that authentic leadership is related to
followers’ perception of behavioural integrity in an affirmative manner.
26
AUTHENTIC LEADERSHIP, LEADER BEHAVIORAL INTEGRITY AND

FOLLOWER AFFECTIVE ORGANIZATIONAL COMMITMENT
Affective organizational Commitment is the employee’s self-identification and emotional
affinity to the organization (Allen and Meyer 1990). The relationship between authentic
leadership and affective organizational commitment of follower by positive exchanges and
identification with the leader. An authentic leader transparently presents their opinions and
decisions in a non-defensive manner forming a trust between the leader and the follower.
This trusting relationship engenders the follower to identify himself/herself with the leader
both on a social and a personal level. The behavioral integrity of the leader positively impacts
the employee’s affective organizational commitment by firstly, persistently conveying the
same core value through words and deeds and secondly, by following up on said promises
(Simon, 2008). The unequivocal communication of what is most valued in the work, boasts
the social and personal identification of the follower with the leader. Thus, it can be said that
the relationship between authentic leadership and follower affective organizational
commitment is mediated by the behavioral integrity of the leader.
LEADER INTEGRITY, FOLLOWER AFFECTIVE ORGANIZATIONAL
COMMITMENT AND WORK ROLE PERFORMANCE
The adaptive, proficient, and pro-active work behaviors that are notably effective in uncertain
work-environment is termed as work role performance (Griffin et al 2007). Affective
organizational work behavior indicates followers’ innate work motivation.
Affective organisational commitment by the followers reflects the willingness to achieve
work-related objectives and not a mere compulsion to do so. By personally recognizing the
importance of work, the employees remain much open to challenges apart from standardised
work routine. Authentic leadership and leader behavioural integrity are positively related to
the performance of the follower and organizational citizenship behaviour. The followers’
personal identification with the leader would drive the innate motivation of the follower.
Consequently, the work role performance would be positively affected. Thus, it can be said
that the follower affective organisational commitment mediates the effect of leader integrity
on follower work role performance.
EMPIRICAL TEST
A test was conducted by the author by collecting data from 25 small-medium sized
organisations in Belgium to ascertain the validity of the theoretical observations and
conclusions made. All the four variables Authentic leadership, Behavioural Integrity,
Affective Organizational Commitment and work role performance was measured using five-
27
and seven-point Likert scale, taking into account the components of each. Certain variables
like the gender, age, and tenure of work in the organisation of the employees were controlled.
The analysis was done using two step structural equation modelling. However, certain
unavoidable limitation like cross-sectional nature of collected data, same-source follower
rated mediating and antecedent variables, and the generalised nature of the findings.
COMMENTS
The author theoretically extended the available literature on authentic leadership, leader
behavioural integrity and established the various impact relationship between Leader integrity
and follower organizational commitment and work role performance. The empirical study
further verified the theoretical findings. These findings can further be widened by taking into
consideration other antecedents like political skill of the leader, other follower motivation
measures etc.
28
RELEVANCE
This study will be relevant to every organization no matter its size. Leadership as we know is
all about getting things done through people. Any organization in which the leaders do not
exhibit good leadership behavior will definitely not achieve enhanced performance. The
leadership behaviours and/or leadership styles that are adjudged to be good based on extant
literature and findings of the study will benefit organizations that have access to this work.
Organizations may like to key into leader behaviour that can enable them impact on their
employees positively resulting to high productivity. This study also will no doubt contribute
to knowledge and students conducting research in this area will use it as a reference material.
29
SCOPE
The study only focused on exploring how participative leadership, authoritative leadership
and Democratic leadership styles stimulated the employees’ performance which includes
execution of defined duties, meeting of deadlines and achieving departmental goals. We
would also highlight the conceptual framework, theoretical framework and empirical review
as a requirement.
30
CONCLUSION
As a whole the effects of the variable denote that job satisfaction is a complex concept. There
is a positive effect on the follower’s job satisfaction if the leader uses consideration
leadership style whereas there is a negative effect on the follower’s job satisfaction if the
leader uses the initiating structure leadership style. Leaders should identify and follow the
mechanism or process which keeps their followers or subordinates motivated. Leaders can
enhance team potency by communicating confidence and by bringing unity and cooperation
among the team members so that it doesn’t affect their work due to the conflicts within the
team.
Employee’s appreciation and approval by their leaders will influence their work behaviour
and attitudes. When the relationship between leaders and workers is strong, the latter
contributes more to team cohesion and collaboration and is motivated to achieve the mission
and objectives of the organization.
Based on the analysis of data and review of empirical works we conclude that leader behavior
affects employee performance. We also conclude that both job-centred
leader behavior and leadership style affect employee performance significantly. Based on the
conclusion drawn the following recommendations have been offered:
 Organizations should ensure that effective leader behaviours are exhibited by
leaders at all levels of the organization so as to enhance
employee performance which will result to increase incorporate bottom line
 employees should be motivated to perform better through delegation of authority
and participation in decision making ,effective reward system should be put in place and job
enrichment
 Enlargement should be used as tools for motivating employees to higher performance and job
rotation, incentive pay should be encouraged.
31
BIBLOGRAPHY
 Yafang Tsai, Relationship between Organizational Culture, Leadership Behaviour and Job
Satisfaction. BMC Health Serv Res 11, 98 (2011).
 Gary Yukl, Effective leadership behaviour: What we know and what questions need more
attention. The Academy of Management Perspectives, Vol 26 (4), 66-85 (2012).
 Hannes Lerory, Michael E. Palanski &Tony Simons, Authentic Leadership and
Behavioural Integrity as drivers of follower commitment and performance. Journal of
Buisness Ethics, Springer, Vol 107(3) 255-264 (2012).
 Pearl Malhotra & Manjari, Linking Team Leaders Human and Social Capital to their Team
Members Career Advancement. Working paper, Indian Institute of Management Ahmedabad.
 Mary Miller, Transformational Leadership and Mutality. Transformation, Vol 24, No. 3/4
(2007).
 Pablo Ruiz, Carmen Ruiz & Ricardo Martinez, Improving the “Leader – Follower”
Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle- Down Effect On
Followers Job Response. Journal of Buisness Ethics, Vol 99, No. 4 (2011).
 Edwin P. Hollander, Ethical Challenges in the Leader-Follower Relationship. Buisness
Ethics Quarterly, Vol.5, No.1, Ethics and Leadership: The 1990s (1995).
 John Pucic, Do as I say (and Do): Ethical Leadership through the Eyes of Lower Ranks.
Journal of Buisness Ethics, Vol. 129, No.3 (2015).
 Steven W. Pool, Relationship of Job Satisfaction with Substitutes of Leadership, Leadership
Behaviour and Work Motivation. The Journal of Psychology: Interdisciplinary and Applied,
Vol. 131(3), 271-283 (1997).
 John Schaubroeck, Simon S. K. Lam & Sandra E. Cha, Embracing Transformational
Leadership: Team Values and the Impact of Leader Behavior on Team Performance. Journal
of Applied Psychology, Vol. 92, No. 4, 1020 –1030 (2007).
32

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ORGANISATIONAL BEHAVIOUR

NATIONAL LAW UNIVERSITY ODISHA, CUTTACK

RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE,

AUTHOR: YAFANG TSAI

RELATIONSHIP BETWEEN LEADERSHIP BEHAVIOR AND JOB

EFFECTIVE LEADERSHIP BEHAVIOR: WHAT WE KNOW

AUTHOR: GARY YUKUL

TRANSFORMATIONAL LEADERSHIP AND MUTALITY

AUTHOR: MARY MILLER

IMPROVING THE "LEADER-FOLLOWER" RELATIONSHIP: TOP

AUTHOR: PABLO RUIZ, CARMEN RUIZ AND RICARDO MARTÍNEZ

EMBRACING TRANSFORMATIONAL LEADERSHIP: TEAM

THE RELATIONSHIP OF JOB SATISFACTION WITH SUBSTITUTES

ETHICAL CHALLENGES IN THE LEADER-FOLLOWER

DO AS I SAY (AND DO): ETHICAL LEADERSHIP THROUGH OF

AUTHOR: JOHN PUCIC

DATASET FOR STUDY

LINKING TEAM LEADER’S HUMAN & SOCIAL CAPITAL TO THEIR

AUTHENTIC LEADERSHIP AND BEHAVIOURAL INTEGRITY AS

Hannes Leroy, Michael E. Palanski, Tony Simons, Authentic Leadership and

AUTHENTIC LEADERSHIP, LEADER BEHAVIORAL INTEGRITY AND

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