Organizational Behaviour and Leadership

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Introduction

The main or major purpose of this research is to help students determine various concepts relating to organizational behavior in the leadership field. In addition, it will help them develop and extend their ability to critically apply the concepts gained so far in real-life situations, especially when they work in different work places. It is equally necessary for students and various scholars to learn such skills of leadership because commonly, they are faced with new challenges, especially in work places.

Having learned these skills, they can professionally tackle different situations which leaders face each and every day. Such situations include meeting customers and clients, workmates and most importantly, their seniors in an organization at personal levels. In the end, this will result in improved performance in the organization.

In my adventure from college, I happened to visit Brookside Dairy Limited Company in Nairobi city in Kenya. The company’s main goal is to raise the living standards of the population sector and also improve the lives of most of the small scale farmers in the region. The history of dairy industry in Kenya began in the year 1992. It was then when the first dairy cows were brought by European settlers. The first creamery had been founded in Naivasha which later opened several other branches in different parts of the country.

The Brookside firm in Nairobi happens to be one of the branches that were founded at that time. I managed to meet Elisha Chumo, one of the managers in the industry together with the Daily Field Extension team. She suggested various ways in which they embraced help to farmers so as to increase milk production. The approaches advanced by her are the following.

First, it is necessary to ensure that there is an available market to provide with milk. It means that customers should be assured of constant and available market for milk. In this regard, strong linkages are built with the customers since they are the potential shareholders in the cooperative.

The entire Brookside Company is currently in partnership with over eight hundred thousand small-scale dairy farmers. They sell their milk throughout East Africa, Common Market for Eastern and Southern Africa (COMESA) and even in the Middle East.

Second, the cooperation should organize seminars. This is done to ensure the education of the parties involved in order to allow the farmers to be aware of new ways to increase milk production. In addition, the industry organizes regular seminars in the field training, meetings which are held countrywide to educate the workers on animal health, feeding, disease control, among others. These all are central points in animal husbandry.

The third point is to offer credit and loan facilities. Brookside Daily has negotiated with Kenya Commercial Bank to provide loans to its potential shareholders at very low-interest rates. This should encourage them to invest more into the dairy cooperative so as to expand their business in a long run.

The company also offers its suppliers prompt payments for the milk delivered. It also has a grass root of many milk collection centers and cooling facilities which are well established with little wastage, such as the Oleguruone cooling plant, which supports over ten thousand farmers.

Community development is another contribution of Brookside Daily Limited Company to the society. It pays the community back through supporting many communal projects aimed at improving living standards of people, such as repairing roads, cattle dips and church buildings.

The company also employs farmers who are interested in joining the industry. For instance, the organization is not only a committed partner but also a faithful one ready to become a world-class company through developing the mutual relationships with both the customers and the other parties involved.

For my survey on the Nairobi Milk Processing Limited, I have discussed some burning issues in the industry with Chumo, who has helped me come up with various characteristics of true leaders. The interview with Chumo took around five hours. The qualities of good leadership which I determined during the interview are consistent with the contingency theories.

Contingency theories are classes of behavioral theories which are considered to be depended on both internal and external situations as they require the leader to meet the situation in order to develop a successful leadership behavior (Nelson & Cooper, 2007, p. 426). Woodward (1958, p. 57) argues that the contingency theories come up with generalizations concerning structures which are associated with good use of different terminologies.

Morgan (2007, p. 243) describes ideas that underlie contingency. He says that there are no better ways of organizing companies since they have open systems which require close management to balance their work. Moreover, to meet internal needs, the management should focus on achieving various organizational goals and several types of organizations that are required in different environments.

In regard to Northouse (2004, p. 218), the model represents the relationship between style and favorableness of situation provided by leader-member relationship, high degree of task structure, and high leader’s position obtained through right authority.

On the same note, Lawrence & Lorsch (1967, p. 113), describe contingency theory as the best way to organize a corporation. The main idea of this theory is based on the nature of environment in which organizations operate. Their ideas are also in line with ideas of people like Woodward (1965, p. 68) and Thompson (1967, p 89).

After my interrogation with Chumo, I came up with the following theories which support the contingency theories. They helped me come up with the qualities of good leadership. They include; great man theory, trait theory, contingency theory, situational theory, behavioral theory, participative theory, management theory and relationship theory. These theories are discussed below.

Great man Theory

The theory suggests that good leaders are born and not made consequently, the leadership skills are inherent. The theory portrays heroic, mythic and destined qualities hence the name of a great man. It is characterized by qualities such as having good member relations and task structure.

For instance, one considers whether we have more than one solution to a problem or absorbing the problem. In this regard, the leader’s position power is to punish the group members accordingly. The more the power the leader has, the more favorable the situation is (Caroselli, 2000, p. 140).

He also talks about leader orientation which should be more than seventy-three percent. Leaders should use their good relations with the group so as to ensure that the obligations are met. On the other hand, if workers tend to underperform, managers should try to seek approvals from the senior supervisors and thereby control the situation. They should also reduce anxiety and tension among the group members and know how they control challenging situations to make them perform better (Darzi, 2008, p. 290).

They are task-oriented in the sense that they get the work assigned seriously and pay little attention to personal relations through the moderate control situations, high control situations and also in low control situations. Fielder, therefore, found that the contingency leadership skills are built upon the orientation of a leader and favorableness of the situation. Friedman’s theory was also supplemented by Abraham Lincoln and Julius Caesar, who also supported the argument that good leaders are born and not made.

This theory became very famous in the nineteenth century. According to Chandler (1962, p. 148), effective leaders are those gifted with divine inspiration and the right traits. However, Mintzberg (1967, p. 202) argued that leaders are society products and differ in respect to the society they live in. He quoted that:

One must admit that the genesis of a great man depends on the long series of complex influences and that they have produced the race where that person lives and appears, the social state into which the race has grown slowly so that before that fellow remarks on the society, the society alone must make him (Mintzberg (1967, p. 202)

Trait Theories and the Path theory

This theory assumes that people inherit some traits from other people that make them suited to leadership. The theory draws a relationship between behavioral and personal characteristics that are innate to all leaders. In the scientific study, leadership emphasizes leadership effectiveness.

The principles behind the trait theory were that, potential leaders are born rather molded and hence this assumption led to the name “great man theory” together with all ideas behind this theory. Many leadership studies based on this theoretical framework were conducted in the nineteen-thirties, nineteen-forties through the nineteen fifties (Darzi, 2008, p. 103). These studies focused on the relationship between individual traits and measures of effective leadership.

Physical, social and mental features such as height, personality and intelligence, respectively, were all empirical variables of research. However, Stogdill (1948, p. 243) concludes that current research by then had not emphasized enough on the utility of the trait approach. On the other hand, the Path-Goal theory suggests that followers should be encouraged by leaders so as to achieve identified goals.

It points out that effective leaders should be able to guide and motivate their followers if at all they are to achieve their goals (Francis &Yammarino, 2009, p. 222). The path-goal theory assumes that followers are capable of attaining their goals that are high performance and desired results, if at all their leaders focus on motivating them in their daily assignments.

Contingency Theories

Woodward (1965, p. 267), focuses on some given variables that are related to the environment and they can determine a particular style of leadership that is most suitable at a particular time. Ideally, no leadership skill is suitable in all situations. Therefore, leadership styles, qualities of followers and other aspects of the organization are what determines how successful a leader can be.

Contingency theories became famous in the late nineteen sixties and nineteen seventies. Among the commonly known contingency theories are situational leadership theory, the Vroom-Yetton-Jago decision-making model of leadership, Fiedler’s contingency theory, path-goal theory, and the Fiedler’s contingency theory. The situational leadership theory was the first one to clarify on how situational factors and effective leadership are related.

“In this theory, favorability of the situation determines the effectiveness of task and person-oriented leader behavior” (“Leadership Theories and Studies” 2012). In his research, Fiedler argues that given both extremes of situations, task-oriented leaders will be more effective. However, the person-oriented leaders were considered to have much effective potential in moderate situations.

It follows that leader behavior should minimize or remove obstacles for junior workers’ goals accomplishment, encourage them and motivate them and in turn improve their performance. Situational leadership theory was criticized from both, methodological and theoretical perspectives. Despite these criticisms, it is still the most preferred contingency theory of leadership. This is because it offers meaningful views on the relationship between leadership styles and subordinate ability.

Situational Theories

These theories explain how leaders make the best decisions while considering all aspects that surround them. They, therefore, employ certain styles for better decision making. Situational theory suggests that leadership advocates for more than one style and it is task-oriented.

Most importantly, leaders who hold the leadership styles to maturity are the most successful. Francis &Yammarino (2009, p. 267), characterized situation theory by telling that the leader explains the roles of the individual or group by giving directions on how, where, what, why and when a certain task will be done. Selling, in this case a leader gives guidance by first communications before giving socio-emotional support.

This allows and influences both independent individuals and those on group levels to buying the ideas of the leader. (Caroselli, 2000, p. 162); Participating, here decision-making is shared on aspects of how the task is accomplished and the leader provides less task behaviors; Delegating, this is whereby the leader remains in decision-making process but the process and responsibility are all up to individuals or group members; Problem recognition, this is the extent to which individuals recognize problems when facing them.

According to Grunig & Hunt (1984, p. 149), people do not stop thinking about situations until they realize what exactly is supposed to be done to improve the situation and lastly, constraint recognition, it is the extent to which individuals examine their behaviors while considering the limiting factors usually those that are beyond their control. Others include, level of involvement, information seeking and information processing (Kumar, 2001, p. 89)

Behavioral Theories

This is rooted in behaviorism and suggests that good leaders are made and not born. The theory focuses on actions of leaders and not on the mental qualifications. Therefore, through teaching and observation, one can learn to be a good leader. In the earlier nineteen fifties, due to disenchantment, the focus changed to behavioral traits of leadership (Reddy, 2004, p. 93).

Following the studies that took place in the late nineteen forties and nineteen fifties, the following were taken into account: consideration and initiating structure were the two factors to be considered most in determining the leadership skills. It concurs with principles of trait theory in that combining the natural aspect of leaders and what they seem to integrate with what they encompass in every aspect of leadership.

The major appeal of behavioral theory assumes that if we have the leadership knowledge, and then it will be possible to teach others (Maurik 2001, p. 199 & Northouse, 2004, p. 158). Ivan Pavlov also includes the following theories: aggression – Biological Theory versus Behaviorist and spiritual energy, its promotional aspects include Individualized Consideration Intellectual Stimulation, Inspirational Motivation and Idealized Influence

Participate Theories and Relationship Theories

Good leadership is one that puts into practice other leadership styles. This makes other group members feel more relevant and get committed to decision-making process. In this theory of participation, leaders should accommodate other peoples’ views.

Transformational theories which are also referred to as relationship theories focus on the relationship between followers and their leaders. They inspire and motivate people on importance of good work through helping them. These leaders are not only concerned with group members but also, the individual members to meet their obligations.

Fulop & Linstead (1998, p. 98), consider the following concepts in management learning and knowledge, which are also related to good leadership skills that should be possessed by a leader. Some of them include gender management and control. They suggest that a qualified leader should consider both men and women in their workplaces so that each of them is given an equal opportunity when it comes to promotion and work allocation.

In addition, management should treat different cultures with equal weights; management sustainability, the power of politics in an organization, organizational control, management ethnicity as proposed by Robin Stanley Snell (1945, p 130). This is the management learning and knowledge strategies, alternatively the core concepts in management.

Management theories and servant leadership theories

They are also referred to as transactional theories and their main emphasis is on the role and importance of organization, supervision and group performance. Employees are reprimanded or rewarded in respect to their performance in the organization.

The servant theory suggests that leaders should put themselves in their servants’ shoes in order for them to have a vivid anticipation of what they expect of their followers. The theory of servant leadership, therefore, plays a critical role in leadership circles. However, it is hard to explain the theory because of a number of values that a good leader should possess.

Transformational leadership theory

In the nineteen seventies, a number of leadership theories emerged. The theories emphasised on the significance of charisma in effective leadership. In addition, they explain how leaders can handle challenging tasks facing their organization that is by forming successful company against incredible challenges. The theories also focus on the significance of leaders’ stirring subordinates’ appreciation, enthusiasm, and unquestioned allegiance through articulating a lucid and persuasive vision (Reddy, 2004, p. 107).

Moreover, the theory describes that leadership is the process through which one connects with others which results into an increased motivation and morality from both followers and leaders (Wolinski 2010).

It is connected to the theory of charismatic leadership that postulates that leaders with unique qualities such as extroversion, confidence and clearly stated values are the most suitable for motivating followers (Wolinski 2010). The main aspect of the transformational leadership so far is that the leader should address the needs of the followers so as to help them achieve their desired results.

Servant Leadership Theories

These theories in their philosophy argue that leaders should be servants. First of all, they should put their interests behind those of their followers, customers and even the community at large in order to realise effectiveness of their leadership (Beyrem, 1998, p. 216). Some of their features include stewardship, empathy and commitment.

Secondly, we have the management processes which include motivation and learning in that workers must be trained so that they are aware of any changes within the organization to discover new ways of doing things by continuously being taken to the field and organizing for motivational talks at given set interval, leadership and learning in that a good leader keeps on learning each and every new day on various issues such as mistakes committed by workers so as to avoid them next time they are faced with similar challenges (Stogdill, 1948, p. 145), formation of management teams to lead other people from below, management of conflict and negotiation as per Stephen Linstead, Jonathan Gosling, Liz Fulop, Anne-Marie Greene and David S. Richards, formation of management change as per Alison Pullen, decision making in organization, management strategically by Bobby Baneriee, Michael Brone and Stephen Linsted and also forming the inter-organizational networking to help the leader assess their performance through either within and outside the organization. It is from the above theories together with the study of Brookside Company that I came up with the following leadership skills.

Vision: Leaders should have a vision and at the same time, have a different perspective on how they view things. Secondly, being wise; being wise is knowing something about everything unlike knowing everything about something, therefore, for one to be a good leader, he/she should make critical decisions at the right time within the organization. This knowledge is crucial for any organization to succeed.

Thirdly, is being passionate in nature. Leaders should be passionate people in the sense that they see where and what they are obsessed with. Such thing could be project in the business, sports or a hobby. This, in turn, helps them to remain focused in any decision and when dealing with delicate operations. Fourthly, is to have compassion for their supporters and employees by having great coaching and development skills.

In addition to this, leaders should also know people who care about them. In this regard, they therefore cease to be selfish and diversify their thinking. In addition, leaders should be charismatic. Good leaders are like traps who charm followers and tend them close because of their personable characters.

They are also quick in networking especially building relationships and ensuring high performance. Such fellows have the X-factor characteristic. Moreover, good leaders should communicate. Finally, leaders need to be good communicators and motivators who can inspire their followers when addressing them.

Good leaders should also be persistent. This means they are supposed to be determined in making up to their goals. They should understand that reaching up to their goals would be hard, but they persist until they get what they desire. Intelligence is another characteristic of a good leader. Good leaders mean what they speak and promise. They are also regarded as people who keep their promises and avoid unconvincing others.

People find them reliable, trustworthy and other go as far as making them their role models. A good leader should also be daring. Winston Churchill argues that, courage is the critical feature among all other aspects that lie in an organization. Good leaders chase after their dreams without despair.

Despite that fears are real; daring leaders should face them regardless of their challenges. Lastly, good leaders should be disciplined and have control in regard to their goals. When others lose control, good leaders should focus on disciplining their minds to keep them on track regardless of what they are facing.

Conclusion

Considering the company’s performance from the time it started up to date, I can comfortably conclude that surely a leader with such skills will automatically succeed in terms of leadership and performance. Chumo, one of the senior managers of Brookside Company developed these skills through learning and practice. It is these skills that Chumo and other managers in the company posses that make the company perform outstandingly well.

Moreover, it is in line with the contingency theories of a good leadership. Through having all the above-discussed characteristics of good leadership, the entire organization could perform better while workers being at piece, having good communication strategy so as to enhance even departmental help and coordination (Perrow, 1967, p. 293). Working without being pressurized people will be able to complete the tasks given in time and therefore efficiency in service, produce delivery (Darzi, 2008, p. 123).

Regarding the Milk production in Nairobi, all the above characteristics and theories w include: great man theory trait theory, contingency theories situational theory, behavioural theory participate theories management theory, relationship theory transformational leadership theory servant leadership all are well and effectively applied and that clearly gives the evidence of the outstanding performance of the Brookside Limited Company.

In most theories, leadership is taken to be a benchmark in several ways which include the following: a combination of traits, personality characteristics or leadership as a process. In many theories, there exists a belief that leadership is determined by a group of followers towards the realization of objectives of the organization. In my opinion, leadership is averse and a complex process as opposed to what currently writers write that oversimplifies that process.

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