12 Leadership and Followership Copyright 2017 Cengage Learning

12 Leadership and Followership Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

LEARNING OUTCOMES 1 2 3 4 5 6 7 8 Discuss the differences between leadership and management and between leaders and managers Explain the role of trait theory in describing leaders Describe the role of foundational behavioral research in the development of leadership theories Describe and compare the four contingency theories of leadership Discuss the recent developments in leadership theory of leader-member exchange and inspirational leadership Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models Define followership and identify different types of followers Synthesize historical leadership research into key guidelines for leaders Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 2

LO - 12. 1 Discuss the Differences Between Leadership and Management and Between Leaders and Managers Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 3

Leadership Versus Management Leadership Process • Sets a direction for the organization • Aligns people with that direction • Motivates people to action Management Process • Planning and budgeting • Organizing and staffing • Controlling and problem solving Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 4

Table 12. 1 Leaders and Managers Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 5

LO - 12. 2 Explain the Role of Trait Theory in Describing Leaders Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 6

Early Trait Theories Identified leaders on the basis of following Physical attributes Personality characteristics Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Abilities ORBG 5 | CH 12 7

LO - 12. 3 Describe the Role of Foundational Behavioral Research in the Development of Leadership Theories Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 8

Foundational Behavioral Research The Lewin, Identified two styles. Ohio of state leadership - production Lippitt, and oriented and employee studies White studiesoriented Michigan studies Two important underlying Autocratic style dimensions of leadership Democratic style behaviors are. Laissez-faire style initiating structure and consideration Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 9

LO - 12. 4 Describe and Compare the Four Contingency Theories of Leadership Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 10

Fiedler’s Contingency Theory • Team effectiveness at the workplace is determined by the fit between a leader’s need structure and the favorableness of the leader’s situation • Classifies leaders using the Least Preferred Coworker (LPC) scale • Both low and high LPC leaders are effective if placed in the right situation • Leader’s situation has three dimensions • Task structure, position power, and leadermember relations Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 11

Figure 12. 3 The Path-Goal Theory of Leadership Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 12

Vroom-Yetton-Jago Normative Decision Model Decide Delegate Forms of decision making Facilitate Consult individually Consult group Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 13

Figure 12. 5 The Situational Leadership Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 14

LO - 12. 5 Discuss the Recent Developments in Leadership Theory of Leader-Member Exchange and Inspirational Leadership Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 15

Leader-Member Exchange Theory In-group Members • Greater responsibilities, more rewards, and more attention • More satisfied, lower turnover • Likely to engage in organizational citizenship behavior • Stress comes from the additional responsibilities Out-group Members • Receive less attention and fewer rewards • Managed by formal rules and policies • Likely to retaliate against the organization • Stress comes from being left out of the communication network Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 16

Inspirational Leadership Theories Transformational leadership • Inspires followers to high levels of performance • Sub-dimensions - Charisma, individualized consideration, inspirational motivation, and intellectual stimulation Charismatic leadership • Uses the force of personal abilities and talents to have profound effects on followers • Has potential to elicit high levels of performance from followers Authentic leaders • Have a conscious sense of values • Act consistently to their value systems • Motivate followers to higher levels of performance • Build a workforce characterized by high levels of hope, optimism, resiliency, and self-efficacy Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 17

Beyond the Book: Bad Charismatic Leaders? • Charismatic leaders are dynamic figures who create a strong relationship with followers. However, some charismatic leaders may act unethically, manipulating followers for their personal benefit and interest. • What makes a charismatic leader unethical? • When they use power to dominate others for personal gain. • When they are the sole source of vision. • When they engage in one-way communication. • When they are insensitive and unresponsive to followers. • When they thrive on attention. Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 18

LO - 12. 6 Discuss how Issues of Emotional Intelligence, Trust, Gender, and Servant Leadership are Informing Today’s Leadership Models Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 19

Emerging Issues in Leadership Emotional intelligence • Ability to recognize and manage emotions in oneself and in others Trust • Effective leaders understand whom to trust and how to trust Gender and leadership • Glass cliff - Trend in organizations wherein more women are placed in difficult leadership situations Servant leadership • Belief that leaders should serve employees, customers, and the community Abusive supervision • Negative leadership behavior that diminishes employee well-being along with increased deviance behavior Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 20

Beyond the Book: Diversity Pays • Diversity is not just politically correct, it adds to the bottom line. • According to Catalyst, a workplace-research group, Fortune 500 companies with most women in senior management had higher return on equities. • The success may lie in a female management style – thinking long term, avoiding risk, and emphasizing collaboration and consensus. Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 21

LO - 12. 7 Define Followership and Identify Different Types of Followers Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 22

Followership Process of being guided and directed by a leader in the work environment Emphasizes the follower’s individual responsibility and self-control Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 23

Figure 12. 6 Five Types of Followers Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 24

Beyond the Book: I Will Follow • Eight tips for being a good protégé: 1. 2. 3. 4. 5. 6. 7. 8. Talk first – and often Read between the lines Go the extra mile Do your homework Share information Make it mutual Be personable Have a positive attitude Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 25

LO - 12. 8 Synthesize Historical Leadership Research Into Key Guidelines for Leaders Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 26

Guidelines for Leadership Unique attributes, predispositions, and talents of each leader should be appreciated Leaders who challenge the organizational style without destroying it should be chosen Participative and considerate leadership enhances the health and well-being of followers Different leadership situations call for different leadership talents and behaviors Good leaders are likely to be good followers Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 27

Beyond the Book: Leadership: At What Cost? • Hamid Karzai was inaugurated to his second term as president of Afghanistan on November 19, 2009. • In his inaugural speech, he promised to fight corruption and bring peace to the war-torn country. • Many in Afghanistan and around the world discredit Karzai’s legitimacy, as there is substantive evidence of election fraud. • Will Karzai be an effective leader? How can he reassure skeptics of his legitimacy? Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 28

Doomsday • Assess the behavior of both Major Sinclair and Michael Canaris. Which leadership traits described earlier in this chapter appear in their behavior? • Apply the behavioral theories discussed earlier to this film sequence. Which parts apply to Sinclair and Canaris’ behavior? Draw specific examples from the film sequence. • Does this film sequence show any aspects of transformational and charismatic leadership? Draw some examples from the sequence. Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 29

Camp Bow Wow • Where does Heidi Ganahl’s leadership fall on the Leadership Grid discussed in the chapter? Explain. • In what way is Heidi Ganahl’s leadership transformational, charismatic and visionary? Give examples. • What is the difference between a manager and a leader, and how has Heidi Ganahl’s role shifted towards leadership and away from management as the organization has grown? Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 30

KEY TERMS • Authority-compliance manager • Autocratic style • Charismatic leadership • Consideration • Country club manager • Democratic style • Formal leadership • Followership • Impoverished manager • Informal leadership • Initiating structure • Laissez-faire style • Leader • • • Leader-member relations Leadership grid Least preferred coworker Manager Opportunistic “what’s in it for me” manager Organization manager Paternalistic “father knows best” manager Position power Task structure Team manager Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 31

SUMMARY • Effective leadership results in change in organizations while good management controls complexity in the organization and its environment • Trait theory distinguishes leaders by physical attributes, personality characteristics, and abilities • Following provides the basis for leadership studies: • The Lewin, Lippitt, and White studies, the Ohio State studies, and the Michigan studies Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 32

SUMMARY • Following are the contingency theories of leadership: • Fiedler’s contingency, path–goal, normative decision, and situational leadership • Inspirational leadership includes transformational, charismatic, and authentic leadership • Leaders need to be aware of issues of emotional intelligence, trust, women leaders, and servant leadership Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 33

SUMMARY • Followership is the process when one is guided and directed by a leader in the workplace • Types of followers are alienated, effective, survivors, sheep, and yes people • Guidelines for leaders • Value diversity, challenge organizational culture without destroying it • Concerned leaders can improve the well-being of the followers Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 34

Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 12 35