© 2009 Cengage Learning. All rights reserved. Chapter 12 Leadership and Followership Learning Outcomes 1 Discuss the differences between leadership and.

© 2009 Cengage Learning. All rights reserved.

Chapter 12 Leadership and Followership

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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.


Learning Outcome

Discuss the differences between leadership and management and between leaders and managers.

1


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


Management and Leadership

Management – Reduces

uncertainty– Stabilizes

organizations

According to Kotter:

Leadership– Creates

uncertainty– Creates change


Management and Leadership

– Setting a direction for the organization

– Using communication to align people with that direction

– Motivating people to action through empowerment and basic need gratification

MA

NA

GEM

EN

T – Planning and budgeting

– Organizing and staffing

– Controlling and problem solving

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Leadership vs. ManagementLeaders and managers

– Have distinct personalities– Make different contributions

Both make valuable contributions.Each one’s contributions are different.

Leaders agitate for change and new

approaches.

Managers advocate for stability and

status quo.

Leaders and ManagersPersonality Dimension

Manager Leader

Attitudes toward goals

Impersonal, passive, functional; goals arise out of necessity and reality

Personal, active; goals arise from desire and imagination

Conceptions of work

Combines people, ideas, things; seeks moderate risk, enables process

Looks for fresh approaches to old problems; seeks high-risk 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 it is; unquestioning

Born twice; struggles for 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.


Learning Outcome

Explain the role of trait theory in describing leaders.

2


[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


Learning Outcome

Describe the role of foundational behavioral research in the development of leadership theories.

3


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

Autocratic Style – the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships; followers have little discretionary influence

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SLEADERSHIP BEHAVIORAL

THEORY


LEADERSHIP BEHAVIORAL THEORY

[Initiating Structure] –[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] –[Consideration] – leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit

OH

IO S

TA

TE


LEADERSHIP BEHAVIORAL THEORY

Production-Oriented LeaderProduction-Oriented Leader• Constant leader influence

• Direct or close supervision• Many written or unwritten rules and

regulations• Focus on getting work done

Employee-Oriented LeaderEmployee-Oriented Leader• Relationship-focused environment

• Less direct/close supervision• Fewer written or unwritten rules and

regulations• Focus on employee concern and needs

MIC

HIG

AN


Concern for People

Concern for Production

High

HighLow

Low

Leadership Grid Definitions

• Leadership Grid – an approach to understanding a leader’s or manager’s concern for results (production) and concern for people

5,5

• Organization Man (5,5) – a middle-of-the-road leader

Source: The Leadership Grid ® figure. Paternalism Figure and Opportunism from Leadership Dilemmas—Grid Solutions.by Robert R. Blake and Anne Adams McCanse (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


High

HighLow

Low


• Country Club Manager (1,9) – a leader who creates a happy, comfortable work environment 1,9

9,1

• Authority Compliance Manager (9,1) – a leader who emphasizes efficient production



Concern for People


High

HighLow

Low


• Impoverished Manager (1,1) – a leader who exerts just enough effort to get by

1,1

9,9

• Team Manager (9,9) – a leader who builds a highly productive team of committed people




• Paternalistic “father knows best” Manager (9+9) – a leader who promises reward and threatens punishment

Concern for People


High

HighLow

Low

1,9

9,1

9+9Source: The Leadership Grid ® figure. Paternalism Figure and Opportunism from Leadership Dilemmas—Grid Solutions.by Robert R. Blake and Anne Adams McCanse (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.



Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit

Opportunistic Management

Concern for People


High

HighLow

Low

1,9

9,1

9,9

1,1

5.5

1,9

9,1

9+9



Learning Outcome

Describe and compare the four contingency theories of leadership.

4


Fiedler’s Contingency Theory

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

Leadership Effectiveness in the Contingency Theory

High LPCrelations oriented

Correlationsbetween leader

LPC & groupperformance

Low LPCtask oriented

1.00.80.60.40.200

-.20-.40-.60-.80

I II III IV V VI VII VIII Unfavorable for leader

Favorable for leader

I II III IV V VI VII VIII Leader–member

relations G G G G Mod Poor

Mod Poor

Mod Poor

Mod Poor

Task structure S S U U S S U U

Leader position power

Strong Weak Strong Weak Strong Weak Strong Weak

SOURCE: F. E . Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1964.) Reprinted with permission of the author.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Path–Goal Theory of Leadership

Leader behavior styles• Directive• Supportive• Participative• Achievement oriented

Follower pathperceptionsEffort–Performance–Reward linkages

Follower goals• Satisfaction• Rewards• Benefits

Workplacecharacteristics• Task structure• Work group• Authority system

FollowerCharacteristics• Ability level• Authoritarianism• Locus of control

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Vroom-Yetton-Jago Normative Decision

Model

Consult individually

Consult group

Decide

Facilitate

Delegate

Use the decision method

most appropriate for a given decision situation

Hersey-Blanchard Situational Leadership® Model

Leader Behavior

Task Behavior(Directive Behavior)

(Su

pp

ort

ive

Beh

avio

r)

Rel

atio

nsh

ip B

ehav

ior

(low) (high)

(low)

(high) S3Share ideasand facilitateIn decisionmaking

S2Explain decisions and provideopportunityforclarification

S1Provide specific instructions and closely supervise performance

S4Turn over

responsibilityfor decisions

and implementation

Low-RelLow Task

High TaskHigh-Rel

High TaskLow-Rel

High-RelLow Task

Del

egat

ing

Parti

cipa

ting Selling

Telling

SOURCE: P. Hersey and K. H. Blanchard and D.E. Johnson, Management of Organizational Behavior: Leading Human Resources, 8th ed. (Upper Saddle River, N.J.: Pearson Education, Inc., 2001). 182. Copyright © 2001. Center for Leadership Studies, Escondido, CA. Used with permission.

Copyright ©2006 by South-Western,

a division of Thomson Learning. All rights reserved

®


High Moderate Low

R4 R3 R2 R1

Able and willing or confident

Able but unwilling or

insecure

Unable but willing or confident

Unable and unwilling or

insecure

LeaderDirected

FollowerDirected

Follower Readiness

Hersey-Blanchard Situational Leadership® Model

SOURCE: P. Hersey and K. H. Blanchard and D.E. Johnson, Management of Organizational Behavior: Leading Human Resources, 8th ed. (Upper Saddle River, N.J.: Pearson Education, Inc., 2001). 182. Copyright © 2001. Center for Leadership Studies, Escondido, CA. Used with permission.


Learning Outcome

Discuss the recent developments in leadership theory of leader–member exchange and inspirational leadership.

5


Leader-Member ExchangeIn-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

Out-Groups

• 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


• Satisfying task

• Performance feedback

• Employee’s high skill level

• Team cohesiveness

• Organization’s formal controls

Developments in Leadership Theory

Substitutes for Leadership


As a transformational leader, I inspire and

excite followers to high levels of performance.

Developments in Leadership Theory

Transformational Leadership

As a transactional leader, I use formal

rewards and punishments.


Charismatic Leadership• Charismatic Leadership – the use, by

a leader, of personal abilities & talents in order to have profound & extraordinary effects on followers

• Charisma – means gift in Greek• Charismatic leaders use referent power• Potential for high achievement

and performance• Potential for destructive and

harmful courses of action


A recent study of a food and beverage company’s executives correlated higher performance evaluations with more extensive use of humor.

Sir Richard Branson, founder of Virgin Group, identifies “play” as one of the five principles that have helped him succeed—practical jokes on co-workers, unusual and surprising employee rewards, promotional hot-air balloon races.

Beyond the Book:Is a Funny Workplace a Better Workplace?


Learning Outcome

Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models.

6


Emerging Issues in Leadership

Trust

Emotional Intelligence

Women Leaders

Servant Leadership


Emergence of Women Leaders


Temporary staffing agency Kelly Services hires women extensively, and helps them advance to leadership positions within the company.

When 75% of a company's workforce is female, women lead the company at the highest levels; senior vice presidents Joan Brancheau, Dana Curtis, and Carol Johnson report directly to the CEO.

Kelly promotes woman leadership with skill development support, an equitable pay grade, and numerous opportunities for career advancement.

Beyond the Book:Women Leaders at Kelly Services


Learning Outcome

Define followership and identify different types of followers.

7


Five Types of Followers

Dependent, uncritical thinking

Independent, critical thinking

Passive Active

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.

Survivors

Yespeople

Effectivefollowers

Sheep

Alienatedfollowers


• Responsible steward of his or her job

• Effective in managing the relationship with the boss

• Practices self-management

Beyond the Book:Dynamic Follower


Cultural Differences in Leadership

Leadership viewed

differently across cultures

Essential for leaders to

understand other cultures

Leaders need to alter approaches when crossing national boundaries


Learning Outcome

Synthesize historical leadership research into key guidelines for leaders.

8


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


Leadership and FollowershipCaring

LeadershipDynamic

Followership

go hand-in-hand


Ray Hood-Phillips' prior work in diversifying fast-food workplaces recommended her to Jim Adamson, Denny's CEO

Called on to reverse the racially tense atmosphere at Denny's, Hood-Phillips not only led changes, but kept her superiors accountable for their own initiatives

The result? Fortune recently named Denny's one of the Best Companies for Minorities. Led by Hood-Phillips, Denny's diversity training program has turned around its work culture and reputation.

Beyond the Book:Ray Hood Phillips: Leader & Dynamic Follower

© 2009 Cengage Learning. All rights reserved. Chapter 12 Leadership and Followership Learning Outcomes 1 Discuss the differences between leadership and.

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leadership management

leadership slide

followership leadership

servant leadership

unofficial leadership

sanctioned leadership

inspirational leadership

historical leadership