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Organizational Behaviour

Some Questions and Answers for the Final Examinations
Organizational Behaviour
Section A: Objective Type
Part One:
Multiple choices:
1
...
Job Involvement
b
...
Attitude
d
...
_____________ means moving information from the hidden area to the open area
...
Blind Area
b
...
Public Area
d
...
An approach in which the goals of one party are in direct conflict with the goals of the
other party
a
...
Distributive Bargaining
c
...
None
Answer: b (Distributive Bargaining)
4
...
Transactional Analysis
b
...
Life Position
d
...
Where the source of power is in person’s control over rewarding outcomes, that power is
called bestow
a
...
Referent Power
c
...
Reward Power
Answer: d (Reward Power)
6
...
Organization
b
...
Changing
d
...
The training is also known as laboratory training, encounter groups & T-Groups
a
...
Survey
c
...
Team building
Answer: a (Sensitivity)
8
...
Culture
b
...
Artifacts
d
...
This Stage encompasses all the learning that occurs before a new member joins the
organization
...
Socialization
b
...
Encounter Stage
d
...
It refers to the behavior pattern adopted by a leader to influence the behavior of his
subordinate for attaining the organizational goal
...
Leadership
b
...
Leadership Grid
d
...
Define Informal Groups
...
Groups are a characteristic of all social
situations and almost everyone in an organisation will be a member of one or more groups
...
The manager must use groups
in order to achieve a high standard of work and improve organisational effectiveness
...
The essential feature of a
group is that its members regard themselves as belonging to the group
...


Another useful definition defines the group in psychological terms as: any number of people
who


Interact with one another



Are psychologically aware of one another



Perceive themselves to be a group
...
Members of a group
must co-operate in order for work to be carried out, and managers themselves will work

within these groups
...
Group pressures can have a major influence over
the behaviour of individual members and their work performance
...
The style of leadership adopted by the manager
has an important influence on the behaviour of members of the group
...
The ideas of people such as F
...
Taylor popularized the
concept of the rabble hypothesis and the assumption that people carried out their work, and
could be motivated, as solitary individuals unaffected by others
...
The power of group membership over individual behaviour
and work performance was illustrated clearly in the famous Hawthorne experiments at the
‘Western Electric Company in America’
...
It may be remembered that the men formed their own sub-groups or cliques, with
natural leasers emerging with the consent of the members
...
This was well below the level they were
capable of producing
...

The group developed its own pattern of informal social relations and codes and practices
(‘norms’) of what constituted proper group behaviour
...




Not to be a ‘chiseller’ – not to shirk production or to produce at too low rate of output
compared with other members of the group
...




Not be ‘officious’ – people with authority over members of the group, for example
inspectors, should not take advantage of their seniority or maintain a social distance
from the group
...
Threats of physical violence were also made, and the group
developed a system of punishing offenders by ‘binging’ which involved striking someone a
fairly hard blow on the upper part of the arm
...

Another finding of the bank wiring room experiment was that the group did not follow
company policy on the reporting of production figures
...
However, the workers preferred to
do their own reporting, and in order to remain in favour with the group the supervisor
acquiesced to this procedure
...

Although actual production varied the group reported a relatively standard amount of output
contrary to management instructions
...
Most managers belong to several different
groups at the same time, some at work, some at community, some formally organized, and
some informal and social in nature
...
The major purpose of formal groups is to perform specific
tasks and achieve specific objectives defined by the organization
...

Examples of formal groups are departments, divisions, taskforce, project groups, quality
circles, committees, and boards of directors
...
One type of formal group is referred to
as a command group (i
...
, those who can legitimately give orders to others)
...
Such a group is referred
to as a task group
...

Informal Groups
Within the formal structure of the organisation there will always be an informal structure
...
Informal groups
are based more on personal relationships and agreement of groups members than on defined
role relationships
...
Groups may devise ways of attempting to satisfy members
affiliations and other social motivations which are lacing in the work situation, especially in
industrial organisations
...
They may comprise
individuals form different parts of the organisations and/or from different levels of the
organisation both vertically and diagonally as well as same horizontal level
...

The member of informal group may appoint their own leader who exercises authority by the
consent of the members themselves
...
The
informal leader may often change according to the particular situation facing the groups
...

Groups, there fore, help shape the work pattern of organisations and the attitudes and
behaviour of members of their jobs
...
Likert, for
example, has developed a theory of organisation based on work groups
...


2
...

Answer
Introduction
All humans have basic emotional needs
...
While all humans share these
needs, each differs in the strength of the need, just as some of us need more water, more food
or more sleep
...
One may have a greater curiosity and a greater need for
understanding, while another is content to accept whatever he has been told
...
The result is many children's needs
are unsatisfied
...
They
act out their frustration in various ways which are typically seen as "misbehavior
...
The better we identify their unique needs and satisfy them, the few behavioral
problems
...

One of the things teenagers who are cutting themselves seem to have in common is they are
extremely bored at school as well as emotionally neglected, over-controlled or abused at
home
Emotions can be accurately considered to be the thrust, the drive, the vitality of the energy of
life
...

The feeling caused when sensing energy in motion is an emotion
...

Every individual is, at any given time, in a particular emotional level -"Emotional Tone" which reveals the amount or intensity of available driving force, vigor, strength, or capacity
for doing work
...

Happiness is an emotion
...
Feeling energy in motion
...

The logical mind brings only half of the picture, so you will never understand the true nature
of yourselves or your world if you do not put that partial picture together with the other
pieces that exist within your emotional content
...

Importance of Emotions
Here are a few of the reasons our emotions are important in our lives
...

Survival
Nature developed our emotions over millions of years of evolution
...

Our emotions alert us when natural human need is not being met
...
When we feel afraid, our need for
safety is unmet
...

Decision Making
Our emotions are a valuable source of information
...

Studies show that when a person's emotional connections are severed in the brain, he can not
make even simple decisions
...

Predicting Behavior
Our feelings are also useful in helping us predict our own, and others' behavior
...

Boundary Setting
When we feel uncomfortable with a person's behavior, our emotions alert us
...
This will help us set our
boundaries which are necessary to protect our physical and mental health
...
Our facial expressions, for example, can
convey a wide range of emotions
...
If we are verbally skilled we will be able to express more of our emotional
needs and thereby have a better chance of filling them
...

Happiness
The only real way to know that we are happy is when we feel happy
...
This feeling comes from having our needs met, particulary our
emotional needs
...
Our emotions and
our feelings let us know when we are unhappy and when something is missing or needed
...

Unity
Our emotions are perhaps the greatest potential source of uniting all members of the human
species
...
Far
too often, in fact, they have tragically and even fatally divided us
...
Charles Darwin wrote about this years ago in one of his lesser-known
books called "The Expression of Emotion In Man and Animal"
...
It seems fair to say that, generally speaking: Beliefs divide us
...

Role of Emotions
Until now, the concept and components of Emotion has been one of the most controversial
topic in psychology and source of intense discussion and disagreement from the earliest
philosophers to present day thinkers
...
He becomes
careless of others, talks very little or nothing, has strong doubt of own reality, is persistent
towards self-destruction, thinks about suicide, cries for pity, shows very little ability for
solving problems of survival and is very close to his own demise
...

When a person is in the emotional state of enthusiasm shows intense interest in life, feels
high self-worth and respects others, communicates well and accepts exchange of beliefs and
ideas to broaden own reality, has an inherent sense of responsibility, finds existence full of

pleasure, is highly creative and persistent in action, can be trusted, has elevated reasoning
capacity and fast reaction time ensuring an excellent survival potential
...
Yet those 3 persons may be "doing" the exact same
thing in life; selling something to a customer, paying bills, driving a car or just dancing at a
party
...
Write note on ‘Reinforcement Theory’
...
In reinforcement theory a combination of rewards and/or punishments is used to
reinforce desired behavior or extinguish unwanted behavior
...
Reinforcement theory concentrates on the relationship between the operant
behavior and the associated consequences, and is sometimes referred to as operant
conditioning
...
This is in contrast to classical conditioning, which
focuses on responses that are triggered by stimuli in an almost automatic fashion
...
E
...
Thorndike articulated this idea in 1911, in what has come
to be known as the law of effect
...

Reinforcement theory of motivation was proposed by BF Skinner and his associates
...
It is based on “law of effect”, i
...

Reinforcement theory of motivation overlooks the internal state of individual, i
...
, the inner
feelings and drives of individuals are ignored by Skinner
...
Thus, according to Skinner, the external

environment of the organization must be designed effectively and positively so as to motivate
the employee
...
However, it does not focus on the causes of individual’s behaviour
...
For example - Immediately praising an
employee for coming early for job
...
Reward is a positive reinforce, but not necessarily
...

Positive reinforcement stimulates occurrence of a behavior
...




Negative Reinforcement- This implies rewarding an employee by removing negative
/ undesirable consequences
...




Punishment- It implies removing positive consequences so as to lower the
probability of repeating undesirable behavior in future
...
For
instance - Suspending an employee for breaking the organizational rules
...




Extinction- It implies absence of reinforcements
...
For instance - if an employee no longer receives praise and admiration for
his good work, he may feel that his behavior is generating no fruitful consequence
...


Implications of Reinforcement Theory
Reinforcement theory explains in detail how an individual learns behaviour
...
They must tell the employees what they are not doing correct
...

4
...

Answer

Introduction
The Army is probably the largest and most diverse organization in the country with an ethnic
and racial makeup most reflective of American society
...
Additionally, these values
and attitudes are still being shaped and refined with each new experience
...
These events and ones yet to come, serve to shape your values and attitudes for
the future
...


Some values and attitudes, when coupled with a lack of

awareness, or insensitivity about others that are different from ourselves, can produce
confrontations, anger, and even violence
...

Values
...

Values influence your behavior because you use them to decide between alternatives
...
They form the basis of how we see ourselves as individuals, how we see others, and
how we interpret the world in general
...

Your values will influence your priorities
...
Individual values can and will conflict at times
...
What you value the most will
guide your actions
...
There are times,
however, when the right course of action is not so clear
...

The seven Army values that that all soldiers and leaders are expected to know, understand,
and follow are:
a
...
Loyalty is an intangible bond based on a legitimate obligation; it entails the
correct ordering of our obligations and commitments, starting with the Constitution, but
also including the Army, the unit, the family, friends, and finally the self
...
Loyalty demands
commitment and is a pre-condition for trust, cooperation, teamwork, and camaraderie
...
Duty
...
, that make-up the
professional and moral obligations of soldiers and leaders
...
This includes doing what is
right, especially in ethical matters that are encouraged by morality, but not required by it
...
Respect
...
Respect is treating people as they should be treated, both legally and
morally
...
Respect is the value that informs
Army leaders on those issues related to equal opportunity and the prevention of sexual
harassment
...
Selfless Service
...
Think of it
as service before self
...
A
good example of this is a leader who will do what’s right, even if it may affect the
promotion or career of the leader
...
Honor
...
Honor also provides the motive for leaders to take action to correct a
wrong or to fix something that is broken
...
Integrity
...
A breach of any of these values will
damage the integrity of the individual
...
Personal Courage
...
Physical courage is overcoming fears
and bodily harm and doing your duty
...

There are also other values soldiers and leaders must possess and are considered essential for
building the trust of others and of subordinates
...
Both must exist for a unit to operate peak efficiency
...
Candor is being frank, open, honest, and sincere with your soldiers, and peers
...
If handled properly, disagreeing
with others and presenting your point of view are not wrong
...
Competence is required professional knowledge, judgment,
and skills
...
Soldiers expect and
deserve to be led by leaders who are competent and committed to them, their organization,
and the mission
...
Everyone has a value system
...
One of the problems
all soldiers must learn to deal with is that when they perceive something that contradicts their
own value system, oftentimes it is rejected is as having no importance
...

a
...
Personal values are established traits that are representative of an
individual’s moral character
...
Universal values held by
most young people are an interest in others, intellectual development and self-satisfaction
...

b
...


These may include social responsibility, loving interpersonal

relationships, social consciousness, equality, justice, liberty, freedom, and pride in “our
country
...
It involves one’s relationship to society
...
To further explain, social values can be
divided into four classes and they are:
(1) Folkways - values people accept out of habit
...

(3) Institutional - ways or practices set up under law
...

c
...
These include loyalty to country, concern for national welfare, democracy,
the “American Way,” public service, voting, election and civic responsibility
...
Economic
...


e
...
These are characterized by reverence for life, human dignity, and freedom
to worship
...

f
...
Socialization is the major source of an individual’s values
...
Through these institutions, a behavior code is given
and people not only learn what is expected of them, but they build their own value
system
...
Different experiences produce different values,
and a person’s values are modified as those experiences accumulate and change
...
It is a lifelong process that incorporates
an elaborate system of rewards and punishments from significant others and society in
general
...

Louis Rath’s value criteria are:
a
...
No one can force you into a value
...

b
...


Choosing after thoughtful consideration of the

consequences of each alternative
...
You chose
this one, even when you cannot speak it out loud, for reasons of appropriate discretion
...
Choosing after thoughtful consideration
...

d
...
Being happy with the choice
...
Affirming
...

f
...
Acting or doing something with the choice
...
”
g
...
Acting repeatedly, in some pattern of life
...
In other words, an attitude is our tendency to evaluate some symbol,
object, or aspect of our world in a favorable or unfavorable manner
...
The word “attitude” is use rather
loosely as a catchall term for the whole collection of one’s beliefs, opinions, prejudices, and
sentiments, even though the basic meanings of these terms are different
...
An attitude or belief
cannot be seen or touched
...
I can be
influenced to change, but only after I overcome some of the barriers to change
...

Attitudes are difficult to measure and are often indicated by behavior as reactions to stimuli
from individual situations, social values, etc
...
An attitude might be, for example; if I have an attitude about staying on the job long
after quitting time because I believe that was a good work ethic, I may expect you to stay
with me even though your work was done and you wanted to go home to your family
...
Another example may be
that “White people are superior to Hispanic people” or visa versa
...
This can happen even
when it does not agree with our value that people are created equal or is morally and legally
correct
...

People behave in ways that satisfy their needs
...
Attitudes are a person’s beliefs toward something or
someone and are expressed in likes and dislike
...
Difficult to measure and are often only indicated by behavior as reactions to stimuli from
individual situations, social values, etc
...
May create inflexibility and stereotypes if the attitude is based on inconsistencies,
incorrect assumptions or other false data
...
Attitudes are often demonstrated through the behavior of the individual
...
Many attitudes are formed largely from the continuous process of socialization
...
Attitudes can have positive or negative implications
...
Once an attitude is formed, it is not easily changed
...
Most attitudes are learned from those
experiences can be favorable or unfavorable, pleasant or unpleasant, and the resulting attitude
ends up as negative or positive
...
We may reflect attitudes from others such as; parents, friends, leaders or persons of
prestige
...
Also, age, position and education may affect attitudes
...
In later
stages of development, attitudes have a tendency to be fixed and difficult to change
...
Attitudes may
cause a person to do things that do not seem to be based on any logical reason
...
Those, which involve strong emotional factors (religion,
politics, and race), are difficult to change
...

Section B
Case let 1
M/s
...
It has earned a good reputation as a quick
and reliable supplier to its customers because of which its volume of business kept on
increasing
...
The Managing
Director convened an urgent meeting of various functional managers to discuss the issue
...
Production Control Manager complained that he does
not have adequate staff to plan and control the production function; and whatever little
planning he does, is generally overlooked by shop floor manager
...
Maintenance manager says that he does not get important spares required for
equipment-maintenance because of which he cannot repair machines at a faster rate
...
Fed up by mutual
mud-slinging, the Managing Director decided to appoint you, a bright management
consultant with training in business management to suggest ways and means to put bis
"house in order"
...
How would you examine if there is any merit in the remarks of various functional
managers?
2
...
How would you design a system of getting correct information about job status to
identify delays quickly?
4
...
How would you examine if there is any merit in the remarks of various functional
managers?
The remarks of different functional managers can be assessed by taking a feedback from
individual departments regarding their operational constraints vis-à-vis other departments
...
The assessment of different functions
can be evaluated considering the impact of their operational constraints on the overall
organizational goal
...
g
...
Similarly performance of the production
department can be co-related to the marketing department’s efficiency in determining the
core issues related to the increasing incidence of customer complaints for the company’s
products
...
What, in your opinion, could be the reasons for different Managerial thinking in
this case?
Different line managers responsible for different functional business areas are thinking
differently since they see only their respective departmental objectives in deciding what
ought to be best for the organization
...
While on the one hand
the production department is solely focused on their operational capabilities and constraints,
the marketing department complains of getting the wrong goods at the wrong time
...
There is no focused planning approach which is compounding an overall complicated
problem
...
How would you design a system of getting correct information about job status to
identify delays quickly?
The need of the hour in ABC Limited is the implementation of a robust MIS mechanism
linked to the Key Performance Indicators (KPI’s) for the company
...
There is also a requirement for implementation of a centralized
planning cell to ensure synergies in operations of different functional departments keeping in
mind the macro organizational objectives
...

4
...

The planning cell would interface the various operational functions in the organization and
ensure proper focus and delivery of production targets
...
Maintenance and inventory control functions, though essentially support
functions would also get adequate focus
...
The planning cell would also ensure focus on core products of the
company and divestment of non-remunerative product streams
...
He had worked at CML for almost
seven years as a welder, along with fifteen other men in the plant
...
They had
friendly relations and got along very well with one another
...
They work
together in the company canteen, cutting Jokes on each other and making fun of everyone
who dared to step into their privacy during lunch hour
...
Rajender was generally considered to be the leader of the group, so it was no surprise
that when the foreman of the new was transferred and his job was posted, Rajender applied
for the job and got it
...
They literally carried him on
their shoulders, and bought him snacks and celebrated
...
It was company practice for all foremen to wear blue jacket and a
white shirt
...
The
company had given two pairs to Rajender
...
People who saw him from a distance went up to him and admired the new blue
coat
...
One of the guys went back to his locker and returned with a long brush and
acted as though he were removing dust particles on the new coat
...
Rajender went to his office to familiarize
himself with the new job and environment
...
Rajender was busy when they left but followed
after them a few minutes later
...
On the left-side corner of the room was his old work group;
on the right-hand side of the canteen sat the other entire foreman in the plant—all in their
smart blue coats
...
Both groups looked at Rajender
anxiously, waiting to see which group he would choose to eat with
...
Whom do you think Rajender will eat with? Why?
2
...
Whom do you think Rajender will eat with? Why?
Assessing Abilities
The most effective way to measure an individual's abilities is by requiring him to perform
work- samples that test the speed at which he can perform an assigned task
...
By requiring an individual to perform a timed
worksample, we learn more about his ability to perform that task than by any other
means
...

Thus, one of the work samples in the Highlands Ability Battery is designed to test the
ability known as Observation
...
Next, the individual is shown a
photo on which some of the objects have been removed, some have been replaced by
different objects and still others have been replaced by similar objects of the same
general class (e
...
, a nickel is replaced by a quarter
...
The Observation worksample measures the individual's
ability to pay close attention to individual details, to perceive and remember small
changes, and to notice irregularities
...
In all, the Battery requires
the performance of nineteen separate worksamples, each resulting in a score measuring a
different innate ability
...

Biographical characteristics are readily available to managers
...
The most important conclusions are that
age seems to have no relationship to productivity; older workers and those with longer tenure
are less likely to resign; and married employees have fewer absences, less turnover, and
report higher job satisfaction than do unmarried employees
...

Ability directly influences an employee’s level of performance and satisfaction through the
ability-job fit
...
A job analysis will provide information about
jobs currently being done and the abilities that individuals need to perform the jobs
adequately
...
Second, promotion and transfer decisions affecting
individuals already in the organization’s employ should reflect the abilities of candidates
...

Third, the fit can be improved by fine-tuning the job to better match an incumbent’s abilities
...
Examples
would be to change some of the equipment used or to reorganize tasks within a group of
employees
...
This is applicable to both
new workers and present job incumbents
...

Any observable change in behavior is prima facie evidence that learning has taken place
...
Positive reinforcement is a powerful tool
for modifying behavior
...
Our knowledge about
learning further suggests that reinforcement is a more effective tool than punishment
...
Punishment may produce unpleasant side effects such as lower morale
and higher absenteeism or turnover
...
Managers, therefore, are advised to use reinforcement rather than
punishment
...
Managers
who are constantly late to work, or take two hours for lunch, or help themselves to
company office supplies for personal use should expect employees to read the message
they are sending and model their behavior accordingly
...

2
...
We were not all created equal; most of us are to the left of the median on some normally
distributed ability curve
...
Everyone has strengths and weaknesses in terms of ability in performing certain tasks or
activities; the issue is knowing how people differ in abilities and using that knowledge to
increase performance
...
Ability refers to an individual’s capacity to perform the various tasks in a job
...

4
...

Ability of Job Fit
1
...

2
...
For example, pilots need strong spatial-visualization abilities
...
Directing attention at only the employee’s abilities, or only the ability requirements of the
job, ignores the fact that employee performance depends on the interaction of the two
...
When the fit is poor employees are likely to fail
...
When the ability-job fit is out of sync because the employee has abilities that far exceed
the requirements of the job, performance is likely to be adequate, but there will be
organizational inefficiencies and possible declines in employee satisfaction
...

Mr
...
Rajender to eat with me
...
A large unit manufacturing electrical goods which has been known for its liberal
personnel policies and fringe benefits is facing the problem of low productivity and
high absenteeism
...
It is also
rational to anticipate, on the basis of day-to-day practice and research evidence, that the
organizational climate will have an impact on the human resource's performance
...

Organizational Climate - Definition

As per Moran and Volkwein (1992), Organizational Climate is defined as "a relatively
enduring characteristic of an organization which distinguishes it from other organization,
hence,
embodies members' collective perceptions about their organization with respect to such
dimensions as autonomy, trust, cohesiveness, support, recognition, innovation and
fairness;
produced by member interaction;
serves as a basis for interpreting the situation;
reflects the prevalent norms and attitudes of the organization's culture; and
acts as a source of influence for shaping behavior
...
It is the
apparent trait of a firm and its sub-systems as replicated in the mode in which an organization
deals with its associates, team members and organizational problems
...

Motivational Analysis of Organizational-Climate (MAO-C)
It is an instrument that assess motivational climate of an organization based on the six
motives mentioned above
...
The two highest
scores are generally used to interpret the climate: the highest score shows the dominant
climate and the next highest the secondary climate
...
Generally, there are six different kinds of
dominant climate characterized by different motives
...

Structure: It is the framework that establishes formal relationships and defines power as well
as functional responsibility
...

Physical Environment: The external conditions of environment, the size and location of the
building in which the staff works, the size of the town, climate conditions, noise in the work
place, etc
...

System Values & Norms: Every firm has apparent and fairly evident formal value system
where certain types of behavior are rewarded as well as motivated, and certain kinds of
behaviour compels a person to formal sanctions
...
It is, thus, a global expression of what the organization is
...
Lured by higher
remuneration, better working conditions and more incentives, the organizational climate of
the public sector was viewed as a less favourable
...

Today, latest technology is also being implemented to survey organizational climate of the
company to establish a set of baseline measures to analyze the organization's current
effectiveness and level of operation
...
Workplace climate helps in boosting
employees to perform their level best which in turn results in perking up of returns,
increasing revenues, reducing production costs, and improving consumer satisfaction
...
Organizational climate, while defined differently by many
researchers and scholars, generally refers to the degree to which an organization focuses on
and emphasizes:

Innovation
Flexibility
Appreciation and recognition
Concern for employee well-being
Learning and development
Citizenship and ethics
Quality performance
Involvement and empowerment
Leadership
Organizational Climate Practices
Organizational climate, manifested in a variety of human resource practices, is an important
predictor of organizational success
...

Schneider (1996) found that service and performance climates predict customer
satisfaction
...

Potosky and Ramakrishna (2001) found that an emphasis on learning and skill
development was significantly related to organizational performance
...

Hansen and Wernerfelt (1989) found that organizational climate factors explain about
twice as much variance in profit rates as economic factors
...

Steps to Build A Positive and Employee-Centered Climate
Organizational climate clearly influences the success of an organization
...
Hellriegel and Slocum (2006) explain that organizations can take steps
to build a more positive and employee-centered climate through:
Communication – how often and the types of means by which information is communicated
in the organization
Values – the guiding principles of the organization and whether or not they are modeled by
all employees, including leaders
Expectations – types of expectations regarding how managers and behave and make
decisions
Norms – the normal, routine ways of behaving and treating one another in the organization
Policies and rules - these convey the degree of flexibility and restriction in the organization
Programs – programming and formal initiatives help support and emphasize a workplace
climate
Leadership – leaders that consistently support the climate desired
Making a climate change in your organization is one of the core fundamental steps to
beginning to create a great place to work
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On the basis of this explain the leadership
skills & leadership traits
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Early analyses of
leadership, from the 1900s to the 1950s, differentiated between leader and follower
characteristics
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Subsequent leadership studies attempted to distinguish effective from noneffective leaders
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To understand what contributed to making leaders effective,
researchers used the contingency model in examining the connection between personal traits,

situational variables, and leader effectiveness
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The investigations led to the conclusion
that leaders and leadership are crucial but complex components of organizations
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With practice,
these skills can become a part of the adult’s or youth officer’s leadership style and will prove
helpful in xploring and all other leadership situations
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This helps the leader to deal with each person as an
individual, to treat that individual with respect, and to help the person grow
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This understanding helps in planning the program and in
getting things done
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This understanding creates trust and builds confidence among
group participants
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• Why they joined your post

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• What their major interests are

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Resources also include people,
because people have knowledge and skills
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Skill is the ability to use what you know
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When the leader uses the knowledge and skills of group participants to get a job
done, the participants gain experience and improve skills
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Keep the post’s program capability inventory up-todate and use it in planning
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Survey the participants’ parents; include them in your program capability inventory
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Communicating
To improve your skills in getting information:
Pay attention and listen carefully
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Ask questions and repeat your understanding of what was said
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Speak slowly and clearly
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Ask those receiving information to take notes
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Encourage questions
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The following is a simple
process for planning:
Consider the task and objectives
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Consider the alternatives
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Reach a decision, evaluating each option
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Execute the plan
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Why is control needed? A group needs control as an engine needs a throttle—
to keep it from running itself into the ground
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If a plan is to be properly carried out, someone must lead the
effort
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Control
happens as a result of recognizing the difference between where the group is and where the
group is going
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Setting the example is the most effective way of controlling the group
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Know what is happening and the attitude of the group
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Pitch in and help when necessary
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Guide the post toward self-discipline
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It suggests ways in which the group can improve its performance
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After any event or activity, ask these questions:
Getting the job done—
Was the job done?
Was the job done right?
Was the job done on time?
Keeping the group together—
Were relationships between group participants helped or hurt?
Was participation equally distributed among group participants?
Did the group enjoy the activity?
Did the group handle conflicts well?
Setting The Example
Setting the example is probably the most important leadership skill
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Without this skill, all the other skills will be useless
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Sharing Leadership
While there are various ways to exercise leadership, the goal of Exploring leadership is
exemplified in a quote from the ancient Chinese philosopher, Lao-Tzu: “But of a good leader

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’ ” The
Exploring leader wants to give post participants the skills he or she possesses, not to use
those skills in ways that keep the post weak or dependent
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Counseling
Counseling is important
To help people solve problems
To encourage or reassure
To help an Explorer reach his or her potential
Counseling can be effective when a person is

Undecided—he or she can’t make a decision
Confused—he or she doesn’t have enough information or has too much information
Locked in—he or she doesn’t know any alternatives
How do you counsel?
First, try to understand the situation
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Summarize
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Paraphrase to make sure you understand
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Third, help list the disadvantages of the options
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Finally, let the person decide on a solution
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Representing the Group
Where do you represent the post? Post leaders represent the post at post committee meetings,
Advisors’ meetings, officers’ meetings, and planning conferences, and to the participating
organization
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You will need to solicit and analyze participants’ views and
attempt to represent those views within the guidelines of your post, your participating
organization, and Exploring
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The focus is on learning, not teaching
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The steps of effective teaching include
Choosing the learning objectives
Providing a discovery experience that helps the learner understand the need for the skill
Demonstrating or explaining the skill
Allowing the learner to practice the skill
Evaluating the process
Most Important Leadership Traits
There are many qualities that promote effective leadership
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I use the the term “brainwash” endearingly because

the truth is that it was some of best training and most effective learning that I’ve ever
encountered in my life
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” It covers the following fourteen
leadership traits and they are true and effective whether you are a marine, a choir teacher or
anything in between
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Treat others equally
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Judgment
Judgment is the ability to effectively assess the situation
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Judgment is also known as common sense
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People must be able to depend on you to provide
support, accurate information, guidance and motivation
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Initiative
Initiative is your tendency to approach your responsibilities in a proactive manner
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If you see something that needs
to be done, do it
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With sound judgment, you will
have enough information and with confidence in your information, you can make the decision
now without hemming and hawing about
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This goes back to people skills
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Tact will help you inspire confidence in your
leadership abilities and gain trust and loyalty
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Without honesty, there is no trust
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Enthusiasm

Enthusiasm deals directly with your ability to motivate
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Enthusiasm expects success and drives us closer to achieving it
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Bearing
Bearing is a trait that is often not discussed in civilian organizations but is none the less
critical for good leadership
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It is your
appearance, your posture and your manner that reflects self confidence and self control
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Bearing lets people know that you
take your role seriously
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These things do not inspire
confidence in others that you can lead them
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A good leader is looking out for the good of
the team
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Leaders have no
ulterior motives
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You must first have the courage
to lead, to expect success, to accept responsibility and to face challenge
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Look fear in the eye and grin
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Knowledge
Knowledge is another important component of good leadership
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Without knowledge, we are merely guessing our way through life
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Loyalty
Loyalty involves being devoted to the task or the goals of the organization that you are a part
of
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The loyal leader stands behind his
people and supports them
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Loyalty in leadership
promotes a loyal following
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Endurance encompasses our
dedication and tenacity to see the job through to completion regardless of obstacles or

challenges along the way
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