In my MBA program, I would like to incorporate organizational behavior (OB) in identifying the small-scale conditions that influence subordinate behaviors that lead to production deviance or revenue. By doing so, I aim to recognize the proper means of target employees that exemplify the characteristics that have more suitable traits that lead to profitability. My base assumption begins with two parties that compose the workplace, and that businesses exist to make a profit.
Two distinct profiles make executives in the business world today: managers and leaders. These are very different in character analysis and impact organizational behavior differently. Management is achieving goals through others, and leadership is the ability to influence a group towards its goals- in short, managers delegate, where leaders inspire.
In observing the influence of leadership, history is shaped by the extraordinary few that set the standards for leaders; however, it is challenging to measure the quantifications of leadership accurately. Leadership is made up of four significant components: traits (identify leaders based on physical and emotional traits), behaviors (identify leaders based on actions), contingencies (tasks and relationships), and interactional framework (situational concern for production and people).
When comparing styles, leaders should aim to be transformational, not transactional. Followers of leaders should be able to predict the leader’s response, understand the leader’s priorities, and function autonomously; if they cannot do this, executives are not leading. Power tactics must be taken into account to ensure group function, and organizational justice is the most powerful tool that leaders use to redeem quality relations with subordinates.
There is much more that I cannot wait to research, and I hope to discover many new resources at the next stop in my graduate program.
Two distinct profiles make executives in the business world today: managers and leaders. These are very different in character analysis and impact organizational behavior differently. Management is achieving goals through others, and leadership is the ability to influence a group towards its goals- in short, managers delegate, where leaders inspire.
In observing the influence of leadership, history is shaped by the extraordinary few that set the standards for leaders; however, it is challenging to measure the quantifications of leadership accurately. Leadership is made up of four significant components: traits (identify leaders based on physical and emotional traits), behaviors (identify leaders based on actions), contingencies (tasks and relationships), and interactional framework (situational concern for production and people).
When comparing styles, leaders should aim to be transformational, not transactional. Followers of leaders should be able to predict the leader’s response, understand the leader’s priorities, and function autonomously; if they cannot do this, executives are not leading. Power tactics must be taken into account to ensure group function, and organizational justice is the most powerful tool that leaders use to redeem quality relations with subordinates.
There is much more that I cannot wait to research, and I hope to discover many new resources at the next stop in my graduate program.