Chapter 12 Leadership and Followership Learning Outcomes 1

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Chapter 12 Leadership and Followership Learning Outcomes 1 Discuss the differences between leadership and

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

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

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 –

– 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

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;

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 –

[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

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

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

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

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

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

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

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

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

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.

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

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 •

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

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

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

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,

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

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

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.

Emergence of Women Leaders © 2009 Cengage Learning. All rights reserved.

Five Types of Followers Independent, critical thinking Alienated followers Passive Effective followers Survivors Sheep

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 •

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

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

Leadership and Followership Caring Leadership Dynamic Followership go hand-in-hand © 2009 Cengage Learning. All rights reserved.