Chapter 12 Leadership and Followership Learning Outcomes 1
- Slides: 30
Chapter 12 Leadership and Followership Learning Outcomes 1 Discuss the differences between leadership and management and between leaders and managers. 2 Explain the role of trait theory in describing leaders. 3 Describe the role of foundational behavioral research in the development of leadership theories. 4 Describe and compare the four contingency theories of leadership. 5 Discuss the recent developments in leadership theory of leader–member exchange and inspirational leadership. 6 Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models. 7 Define followership and identify different types of followers. 8 Synthesize historical leadership research into key guidelines for leaders. © 2009 Cengage Learning. All rights reserved.
Leadership and Followership Leadership – the process of guiding and 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 and directed by a leader in the work environment © 2009 Cengage Learning. All rights reserved.
Management and Leadership According to Kotter: Management – Reduces uncertainty – Stabilizes organizations Leadership – Creates uncertainty – Creates change © 2009 Cengage Learning. All rights reserved.
– Planning and budgeting – Organizing and staffing – Controlling and problem solving – Setting a direction for the organization – Using communication to align people with that direction – Motivating people to action through empowerment and basic need gratification © 2009 Cengage Learning. All rights reserved. LEADERSHIP MANAGEMENT Management and Leadership
Leadership vs. Management Leaders and managers – Have distinct personalities – Make different contributions Leaders agitate for change and new approaches. Managers advocate for stability and status quo. Both make valuable contributions. Each one’s contributions are different. © 2009 Cengage Learning. All rights reserved.
Leaders and Managers Personality Dimension Attitudes toward goals Manager Leader Impersonal, passive, Personal, active; goals arise functional; goals arise out from desire and imagination of necessity and reality Conceptions of Combines people, ideas, work things; seeks moderate risk, enables process Looks for fresh approaches to old problems; seeks highrisk with high payoffs Relationships with others Prefers to work with others; avoids close and intense relationships, avoids conflicts Comfortable in solitary work; encourages close, intense relationships; not averse to conflict Sense of self Born once; accepts life as Born twice; struggles for it is; unquestioning sense of order questions life 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.
[Early Trait Theories] • Distinguished leaders by – Physical attributes – Personality characteristics – Social skills and speech fluency – Intelligence and scholarship – Cooperativeness – Insight • Early trait theory research resulted in controversial findings © 2009 Cengage Learning. All rights reserved.
LEWIN STUDIES LEADERSHIP BEHAVIORAL THEORY Autocratic Style – the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and 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 © 2009 Cengage Learning. All rights reserved.
OHIO STATE LEADERSHIP BEHAVIORAL THEORY [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 © 2009 Learning. within the. Cengage work unit. All rights reserved.
MICHIGAN LEADERSHIP BEHAVIORAL THEORY 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 © 2009 Cengage Learning. All rights reserved.
Leadership Grid Definitions • Leadership Grid – an approach to understanding a leader’s or manager’s concern for results (production) and concern for people • Organization Man (5, 5) – a middle-ofthe-road leader High 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 Managerial 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. Concern for People Low 5, 5 Low © 2009 Cengage Learning. All rights reserved. Concern High for Production
Leadership Grid Definitions • Authority Compliance Manager (9, 1) – a leader who emphasizes efficient production • Country Club Manager (1, 9) – a leader who creates a happy, comfortable work environment High 1, 9 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 Managerial 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. Concern for People Low © 2009 Cengage Learning. All rights reserved. Low 9, 1 High Concern for Production
Leadership Grid Definitions • Team Manager (9, 9) – a leader who builds a highly productive team of committed people • Impoverished Manager (1, 1) – a leader who exerts just enough effort to get by High 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 Managerial 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. 9, 9 Concern for People Low 1, 1 Low © 2009 Cengage Learning. All rights reserved. Concern High for Production
Leadership Grid Definitions • Paternalistic “father knows best” Manager (9+9) – a leader who promises reward and threatens punishment High 1, 9 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 Managerial 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. Concern for People 9+9 Low 9, 1 High Concern for Production © 2009 Cengage Learning. All rights reserved.
Leadership Grid Definitions Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit Opportunistic Management High 1, 9 9, 9 1, 9 9+9 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 Managerial 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. Concern for People 9, 1 5. 5 Low 1, 1 Low 9, 1 High Concern for Production © 2009 Cengage Learning. All rights reserved.
Fiedler’s Contingency Theory – classifies the favorableness of the leader’s situation – Least Preferred Coworker (LPC) – the person a leader has least preferred to work with over his or her career – Task Structure – degree of clarity, or ambiguity, in the group’s work activities – Position Power – authority associated with the leader’s formal position in the organization – Leader–Member Relations – quality of interpersonal relationships among a leader and group members © 2009 Cengage Learning. All rights reserved.
Leadership Effectiveness in the Contingency Theory High LPC 1. 00 relations oriented . 80. 60 Correlations. 40 between leader. 20 LPC & group 0 -. 20 performance -. 40 -. 60 Low LPC -. 80 task oriented Favorable for leader I II IV V VI SOURCE: F. E. Fiedler, A Theory of Leadership Effectiveness (New York: Mc. Graw-Hill, 1964. ) Reprinted with permission of the author. Copyright © 2006 by South-Western, a division of Thomson Learning. All rights reserved VIII Unfavorable for leader
Biz Flix U-571 What aspects of leadership does Dahlgren describe as important for a submarine commander? Are these traits or behaviors right for this situation?
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 Copyright © 2006 by South-Western, a division of Thomson Learning. All rights reserved
Vroom-Yetton-Jago Normative Decision Model Decide Use the decision method most appropriate for a given decision situation Consult individually Consult group Facilitate Delegate
Hersey-Blanchard Situational Leadership® Model Leader Behavior ipa tin g Explain decisions and provide opportunity for clarification rtic Pa High-Rel Low Task High-Rel High Task Low-Rel S 4 Turn over responsibility for decisions and implementation (low) S 1 Provide specific instructions and closely supervise performance Task Behavior (Directive Behavior) SOURCE: P. Hersey and K. H. Blanchard and D. E. Johnson, Management of Organizational Behavior: Leading Human Resources, 8 th ed. (Upper Saddle River, N. J. : Pearson Education, Inc. , 2001). 182. Copyright © 2001. Center for Leadership Studies, Escondido, CA. Used with permission. g De le ga tin g Low-Rel Low Task llin Te Relationship Behavior Share ideas and facilitate In decision making g (low) S 2 llin Copyright © 2006 by South-Western, a division of Thomson Learning. All rights reserved S 3 Se (Supportive Behavior) (high) ® (high)
Hersey-Blanchard Situational Leadership® Model Follower Readiness High Moderate Low R 4 R 3 R 2 R 1 Able and willing or confident Able but unwilling or insecure Unable but willing or confident Unable and unwilling or insecure SOURCE: P. Hersey and K. H. Blanchard and D. E. Johnson, Management of Organizational Behavior: Leading Human Resources , 8 th ed. (Upper Saddle River, N. J. : Pearson Education, Inc. , 2001). 182. Copyright © 2001. Center for Leadership Studies, Escondido, CA. Used with permission. Follower Directed Leader Directed © 2009 Cengage Learning. All rights reserved.
Leader-Member Exchange In-groups Out-Groups • Members similar to leader • Given greater responsibilities, rewards, attention • Within leader’s inner circle of communication • High job satisfaction and organizational commitment, low turnover • Stress from added responsibilities • Managed by formal rules and policies • Given less attention; fewer rewards • Outside the leader’s communication circle • More likely to retaliate against the organization • Stress from being left out of communication network © 2009 Cengage Learning. All rights reserved.
Developments in Leadership Theory Transformational Leadership As a transactional leader, I use formal rewards and punishments. As a transformational leader, I inspire and excite followers to high levels of performance. © 2009 Cengage Learning. All rights reserved.
Emerging Issues in Leadership Emotional Intelligence Trust Women Leaders Servant Leadership © 2009 Cengage Learning. All rights reserved.
Emergence of Women Leaders © 2009 Cengage Learning. All rights reserved.
Five Types of Followers Independent, critical thinking Alienated followers Passive Effective followers Survivors Sheep Active Yes people Dependent, uncritical thinking © 2009 Cengage Learning. All rights reserved. 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.
Beyond the Book: Dynamic Follower • Responsible steward of his or her job • Effective in managing the relationship with the boss • Practices selfmanagement © 2009 Cengage Learning. All rights reserved.
Guidelines for Leadership • Unique attributes, predispositions, and talents of each leader should be appreciated • Organizations should select leaders who challenge but not destroy the organizational culture • Leader behaviors should demonstrate a concern for people; it enhances follower well -being • Different leadership situations call for different leadership talents & behaviors • Good leaders are likely to be good followers © 2009 Cengage Learning. All rights reserved.
Leadership and Followership Caring Leadership Dynamic Followership go hand-in-hand © 2009 Cengage Learning. All rights reserved.
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