Title BME 12 CH12 Narrative of Discussion.pdf ✅

BME 12 Lecture Notes Kingfisher School of Business and Finance, Inc. Version 1 Series of 2025 BME 12: Human Behavior in Organization “This handout is for academic purposes ONLY” Prepared by: Mark Jeffrey B. Aquino (BME 12 Instructor) GLOBE identified six leader behaviors that can be observed and assessed across a variety of cultures. These behaviors are:  Charismatic / value-based leadership: the ability to inspire, to motivate, and to promote high performance; includes being visionary, self-sacrificing, trustworthy, decisive, and performance oriented  Team-oriented leadership: emphasizes team building and creating a sense of common purpose; including being collaborative, diplomatic, and administratively competent  Participative leadership: the extent to which leaders involve others in making decisions; being participative and nonautocratic  Humane-oriented leadership: being supportive, considerate, compassionate, and generous; displaying modesty and sensitivity  Autonomous leadership: refers to being independent and individualist; being autonomous and unique  Self-protective leadership: includes behaviors intending to ensure the safety and security of the leader and the group; includes being self-centered, status conscious, conflict inducing, and face saving. These behaviors have been—and are being—studied in 62 global societies. Based on the preliminary results, the original 62 societies were condensed into 10 cultural clusters—societies that yielded highly similar results to one another. In general, the findings of GLOBE suggest that within any cultural cluster, followers react in similar ways to various leader behaviors. Of course, as noted earlier, this research is still ongoing, and it would be premature to draw overly strong generalizations at this point. V. EMERGING ISSUES IN LEADERSHIP Finally, there are also three emerging issues in leadership that warrant discussion. These issues are strategic leadership, ethical leadership, and virtual leadership. A. Strategic Leadership We will define strategic leadership as the capability to understand the complexities of both the organization and its environment and to lead change in the organization so as to achieve and maintain a superior alignment between the organization and its environment. Strategic leadership puts greater weight on the leader’s ability to think and function strategically. To be effective in this role, a manager needs to have a thorough and complete understanding of the organization— its history, its culture, its strengths, and its weaknesses. In addition, the leader needs a firm grasp of the organization’s environment. Finally, looking at environmental trends and issues, the strategic leader works to improve not only the current alignment but also the future alignment. B. Ethical Leadership Ethical leadership is the process of leading based on consistent principles of ethical conduct. The behaviors of top leaders are being scrutinized more than ever, and those responsible for hiring new leaders for a business are looking more and more closely at the backgrounds of those being considered. C. Virtual Leadership Finally, virtual leadership is also emerging as an important issue for organizations. Virtual leadership, therefore, is leadership via various forms of distance technologies. How do managers carry out leadership when they do not have regular personal contact with their followers? Communication between leaders and their subordinates will still occur, of course, but it may be largely by telephone, texting, and email. Building on this, managers should then also take advantage of every single opportunity whenever they are in face-to- face situations to go further than they might have done under different circumstances to develop a strong relationship. Beyond these simple prescriptions, there is no theory or research to guide managers functioning in a virtual world.