Chapter 11 Nelson Quick Leadership and Followership Copyright

Chapter 11 Nelson & Quick Leadership and Followership Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.

Leadership & Followership Leadership - the process of guiding & directing the behavior of people in the work environment Formal leadership - the officially sanctioned leadership based on the authority of a formal position Informal leadership - the unofficial leadership accorded to a person by other members of the organization Followership - the process of being guided & directed by a leader in the work environment

Leadership vs. Management Leadership & management are distinct, yet complementary systems of action Effective leadership produces useful change Effective management controls complexity Effective leadership + good management = healthy organizations

Management Process w Reduces uncertainty w Provides stability w Components n Planning & budgeting n Organizing and staffing n Controlling & problem solving Manager an advocate for stability and the status quo

Leadership Process w Creates uncertainty w Creates change w Components n Setting organizational direction n Aligning people with the direction via communication n Motivating people to action l Empowerment l Gratify needs Leader an advocate for change and new approaches to problems

Leaders and Managers Personality Manager Leader Dimension Attitudes Impersonal, passive, Personal, active, goals toward goals functional; goals arise from desire, out of necessity, reality imagination Conceptions of work Combines people, ideas, things; seeks moderate risk Relationships Prefers to work with others; avoids close relationships and conflicts Sense of self Accepts life as it is; unquestioning Looks for fresh approaches to old problems; seeks high risk Comfortable in solitary work; encourages close relationships, not averse to conflict Questions life; struggles for sense of order SOURCE: Reprinted by permission of Harvard Business Review. From A. Zaleznik, “Managers and Leaders: Are They Different? ” Harvard Business Review 55 (1977): 67 -77. Copyright © 1977 by the Harvard Business School Publishing Corporation; all rights reserved.

Leadership Behavioral Theory: Lewin Studies Autocratic Style - the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, & relationships; followers have little discretionary influence Democratic Style - the leader takes collaborative, reciprocal, interactive actions with followers; followers have high degree of discretionary influence Laissez-Faire Style - the leader fails to accept the responsibilities of the position; creates chaos in the work environment

Leadership Behavioral Theory: Ohio State Studies Initiating Structure – Leader behavior aimed at defining and organizing work relationships and roles; establishing clear patterns of organization, communication, and ways of getting things done. Consideration – Leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit.

Leadership Behavioral Theory: Michigan Studies Production-Oriented Leader • Constant leader influence • Direct or close supervision • Many written or unwritten rules and regulations • Focus on getting work done Employee-Oriented Leader • Relationship-focused environment • Less direct/close supervision • Fewer written or unwritten rules and regulations • Focus on employee concern and needs

Leadership Grid Definitions w Leadership Grid - an approach to understanding a leader’s or manager’s concern for results (production) and concern for people w Organization Man (5, 5) - A middle-of-the-road leader w Authority Compliance Manager (9, 1) - a leader who emphasizes efficient production w Country Club Manager (1, 9) - a leader who creates a happy, comfortable work environment

Leadership Grid Definitions w Team Manager (9, 9) - a leader who builds a highly productive team of committed people w Impoverished Manager (1, 1) - A leader who exerts just enough effort to get by w Paternalistic “father knows best” Manager (9+9) - a leader who promises reward and threatens punishment w Opportunistic “what’s in it for me” Manager (Opp) - a leader whose style aims to maximize selfbenefit

Leadership Grid High 9 8 Concern for People 9, 9 Team management 1, 9 Country club management 7 6 Paternalism/ Maternalism management 5 5, 5 9+9 4 Organization management Authorityobedience management 9, 1 3 2 1 Low Opportunistic management Impoverished management 1, 1 1 2 3 4 5 6 7 8 9 High Concern for production SOURCE: The Leadership Grid® figure, Paternalism Figure and Opportunism from Leadership Dilemmas - Grid Solutions, by Robert R. Blake and Anne Adams Mc. Canse. (Formerly the Manageerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, (Grid Figure: p. 29, Paternalism Figure: p. 30, Opportunism Figure: p. 31). Copyright© 1991 by Blake and Mouton, and Scientific Methods, Inc. Reproduced by permission of the owners.

Fiedler’s Contingency Theory - classifies the favorableness of the leader’s situation n Least Preferred Coworker (LPC) - the person a leader has least preferred to work with over his or her career n Task Structure - degree of clarity, or ambiguity, in the group’s work activities n Position Power - authority associated with the leader’s formal position in the organization n Leader–Member Relations - quality of interpersonal relationships among a leader and group members

Leadership Effectiveness in the Contingency Theory High LPC relations oriented Correlations between leader LPC & group performance 1. 00. 80. 60. 40. 20 0 -. 20 -. 40 -. 60 LPC -. 80 Low task oriented Favorable for leader I II IV V VI VIII SOURCE: F. E. Fiedler, A Theory of Leadership Effectiveness (New York: Mc. Graw-Hill, 1964. ) Reprinted with permission of the author. Unfavorable for leader

Path-Goal Theory of Leadership Leader behavior styles • Directive • Supportive • Participative • Achievement oriented Follower Characteristics • Ability level • Authoritarianism • Locus of control Follower path perceptions Effort–Performance– Reward linkages Workplace characteristics • Task structure • Work group • Authority system Follower goals • Satisfaction • Rewards • Benefits

Vroom-Yetton-Jago Normative Decision Model Decide Use the decision method most appropriate for a given decision situation Consult individually Consult group Facilitate Delegate

Developments in Leadership Theory Leader–Member Exchange In-groups w Members similar to leader w Given greater responsibilities, rewards, attention w Within leader’s inner circle of communication w High job satisfaction and organizational commitment, low turnover w Stress from added responsibilities Out-Groups w Managed by formal rules and policies w Less attention; fewer rewards w Outside the circle w More likely to retaliate against the organization w Stress from being left out of communication network

Developments in Leadership Theory Substitutes for Leadership w w w Satisfying task Performance feedback Employee’s high skill level Team cohesiveness Organization’s formal controls

Developments in Leadership Theory Transformational Leadership As a transactional leader, I use formal rewards & punishments. As a transformational leader, I inspire and excite followers to high levels of performance.

Charismatic Leadership w Charismatic Leadership - the use, by a leader, of personal abilities & talents in order to have profound & extraordinary effects on followers w Charisma - means “gift” in Greek w Charismatic leaders use referent power w Potential for high achievement & performance w Potential for destructive & harmful courses of action

Emerging Issues in Leadership Emotional Intelligence Trust Leading Virtual Teams Women Leaders Servant Leadership

Emergence of Women Leaders

Five Types of Followers Independent, critical thinking Alienated followers Survivors Passive Sheep SOURCE: Reprinted by permission of Harvard Business Review. From “In Praise of Followers, ” by R. E. Kelley, Vol. 66 1988, p. 145. Copyright © 1988 by Harvard Business School Publishing Corporation. Effective followers Active Yes people Dependent, uncritical thinking

Dynamic Follower w Responsible steward of his or her job w Effective in managing the relationship with the boss w Practices self-management

Guidelines for Leadership w Unique attributes, predispositions, & talents of each leader should be appreciated w Organizations should select leaders who challenge but not destroy the organizational culture w Leader behaviors should demonstrate a concern for people; it enhances follower well-being w Different leadership situations call for different leadership talents & behaviors w Good leaders are likely to be good followers