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A New Attitude-Behaviour (AB) Theory for Organizational Leadership


  • Aithal, Sreeramana
  • Aithal, Shubhrajyotsna


The organizational fate depends on a committed effective decision maker who can predict the future business situations based on various affecting parameters on the organizational business. The right decisions taken at right time can elevate an organization as a winning organization and the decision maker can transform himself as an acceptable leader. Such decisions can also decide the fate of the organization along with the livelihood of its employees. A winning leader is an asset of an organization and the employees are directly and indirectly get the benefits of such a leader. If the leader fails in predicting the future of a profit oriented organization or not for profit organizations, the employees are directly going to be the victims of such wrong decisions. Leaders should able to make a correct judgment while taking decisions based on effective predictions by using predictive analysis framework. The attitude of the leader plays an important role while making decisions on solving organizational/individual problems. In Simon’s model of decision making, the attitude of the leader decides his ability to identify a problem, finding alternative solutions, analysing these alternatives to find optimum alternative, and finally to implement the best alternative to practically solve the problem. Attitude is the mental status of a human being which represents the emotions based on his/her feelings at a given time and controls his/her instantaneous behaviour. In this paper, we have developed a theory of winning leaders actions based on their behaviour in organizations. It is argued that the behaviour of a leader depends on his/her attitude which may be positive or negative depends on the four factors identified as feelings, emotions, belief, and environment. Thus a supportive, effective, good environment creates a positive attitude and hence winning leaders. The bad environment supports a negative attitude due to wrong belief, negative emotions, and frustratiive feelings which are again depend on the present and past environment of the decision maker. The various components which are affecting leaders’ environmental factor and their important characteristic elements are identified.

Suggested Citation

  • Aithal, Sreeramana & Aithal, Shubhrajyotsna, 2019. "A New Attitude-Behaviour (AB) Theory for Organizational Leadership," MPRA Paper 95154, University Library of Munich, Germany.
  • Handle: RePEc:pra:mprapa:95154

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    References listed on IDEAS

    1. Aithal, Sreeramana & Kumar, Suresh & Kumari, Deekshitha, 2015. "Societal Expectation And Institutional Accountability In Higher Education," MPRA Paper 71992, University Library of Munich, Germany.
    2. Aithal, Sreeramana & Kumar, Suresh, 2016. "Analysis of Choice Based Credit System in Higher Education," MPRA Paper 71743, University Library of Munich, Germany.
    3. Ekvall, Göran & Arvonen, Jouko, 1991. "Change-centered leadership: An extension of the two-dimensional model," Scandinavian Journal of Management, Elsevier, vol. 7(1), pages 17-26.
    4. Aithal, Sreeramana & Aithal, Shubrajyotsna, 2016. "Student Centric Learning Through Planned Hard work - An Innovative Model," MPRA Paper 73621, University Library of Munich, Germany.
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    More about this item


    AB Theory of Leadership; Attitude; Behaviour; Choice; Decision;

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General


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