Chapter 11 Leadership & Followership

Nelson & Quick

Leadership & Followership

Leadership - the process of guiding & directing the behavior of people in the work environment

Formal leadership - the officially sanctioned leader-ship 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 + good management = healthy organizations

Effective leadership Effective leadership produces useful changeproduces useful change

Effective management Effective management controls complexitycontrols complexity

Management Process

• Reduces uncertainty• Provides stability • Components

– Planning & budgeting– Organizing and staffing– Controlling & problem

solving

Leadership Process

• Creates uncertainty• Creates change • Components

– Setting organizational direction– Align people with the direction via

communication– Motivate people to action

• Empowerment• Need gratification

Leadership Theory Typology

Universal

Traits

Contingent

Type I Type III

Behaviors Type II Type IV

Degree of generalizability

Leaderattribute

Reprinted by permission, A. G. Jago, “Leadership Perspectives in Theory and Research,” Management Science 22 (1982): 316. Copyright© 1982, The Institute of Management Sciences (currently INFORMS), 901 Elkridge Landing Road, Suite 400, Linthicum, Maryland 21090-2909 USA.

Reprinted by permission, A. G. Jago, “Leadership Perspectives in Theory and Research,” Management Science 22 (1982): 316. Copyright© 1982, The Institute of Management Sciences (currently INFORMS), 901 Elkridge Landing Road, Suite 400, Linthicum, Maryland 21090-2909 USA.

Type I Universal Trait Theories of Leadership

• Universal Trait theories - attempt to identify the traits &/or inherent attributes of leaders & the impact of these traits &/or styles on followers

• Early Type I theories– focused on a leader’s physical attributes, personality, &

ability

• Current Type I theories– focus attention on the distinctions between leaders &

managers– focus on charismatic leadership

Transactional & 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.

Leaders as Distinct Personalities

Leader - an advocate for change & new approaches to problems

Manager - an advocate for stability & the status quo

Do not rock

Leaders & Managers

PersonalityDimension

Manager Leader

Attitudetoward goals

Impersonal, passive,functional

Personal, active

Workconceptions

Enabling process-combines people, ideas &things

Looks for freshapproaches to oldproblems

Relationships Prefers to work withothers but avoidscloseness & conflict

Comfortable in solitarywork, encouragescloseness, not conflictadverse

Sense of self Born once,straightforward lifeadjustment

Twice born, struggles forsense of life order,questions life

Emergence of Women Leaders

Charismatic Leadership

• Charismatic leadership - the use, by a leader, of personal abilities & talents in order to have profound & extraordinary effects on followers

• Charisma - gift in Greek• Charismatic leaders use referent power• Potential for high achievement & performance• Potential for destructive & harmful courses of

action

Type II Universal Behavior Theories of Leadership

• Universal behavior theories - discriminate the leaders’ actions from the followers’ perspective

• Early Type II theories– classified leaders by style: autocratic, democratic, or

laissez-faire

• Current Type II theories– examine common behavior dimensions of all leaders– help organizations train & develop leaders rather

than select them

Leadership Style & Emotional Climate

Autocratic style - the leader uses strong, directive,

controlling actions to enforce the rules,

regulations, activities, &

relationships in the work environment; followers have little

discretionary influence

Democratic style - the leader takes

collaborative, reciprocal,

interactive actions with followers;

followers have high degree of

discretionary influence

Laissez-fair style - the leader fails to

accept the responsibilities of

the position; creates chaos in

the work environment

Leadership Behaviors

Initiating structure - leader behavior aimed at defining & organizing work relationships & roles, as well as establishing clear patterns of organization, communications, & ways of getting things done

Consideration - leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust & interpersonal respect within the work unit

Leadership Styles in Japan

P-oriented behaviorP-oriented behavior• encourages a fast

work pace• emphasizes good

quality & high accuracy

• works toward high-quantity production

• demonstrates concern for rules & regulations

P-oriented behaviorP-oriented behavior• encourages a fast

work pace• emphasizes good

quality & high accuracy

• works toward high-quantity production

• demonstrates concern for rules & regulations

M-oriented behaviorM-oriented behavior • sensitive to

employees’ feelings• emphasizes comfort

in the work environment

• works to reduce stress levels

• demonstrates appreciation for follower contributions

M-oriented behaviorM-oriented behavior • sensitive to

employees’ feelings• emphasizes comfort

in the work environment

• works to reduce stress levels

• demonstrates appreciation for follower contributions

Source: Reprinted from “The Performance-Maintenance (PM) Theory of Leadership: Review of a Japanese Research Program by J. Misumi and M. F. Peterson published in Administrative Science Quarterly 30 (1985): 207 by permission of Administrative Science Quarterly © 1985.

Managerial GridHigh

9

8

7

6

5

4

3

2

1

Low 1 2 3 4 5 6 7 8 9 High1 2 3 4 5 6 7 8 9 HighConcern for production

Concernfor

People

1.91.9Country clubCountry clubmanagementmanagement

5.55.5Organization manOrganization man

managementmanagement

ImpoverishedImpoverishedmanagement management 1.11.1

9.99.9TeamTeam

managementmanagement

Authority-Authority-obedienceobedience

managementmanagement9.19.1“The Leadership Grid” from Leadership Dilemmas - Grid

Solutions, by Robert R. Blake and Anne Adams McCanse. Huston: Gulf Publishing Company, p. 29. Copyright© 1991 by Scientific Methods, Inc. Reproduced by permission of the owners.

Type III ContingencyTheories of Leadership

• Contingency theories - concerned with identifying the situationally specific conditions in which leaders with particular traits are effective

• Central concern - how the leader’s traits interact with situational factors in determining team effectiveness in task performance

leader

situation

Fiedler’s Contingency Theory

Fiedler’s Contingency Theory - classifies the favorableness of the leader’s situation– leader’s position power - authority associated with the

leader’s formal position in the organization

– structure of the team’s task - degree of clarity, or ambiguity, in the team’s work activity

– quality of the leader-follower (group members) interpersonal relationships

– least preferred coworker (LPC) - the person a leader has least preferred to work with over his or her career

Leadership Effectiveness in the Contingency Theory

High LPCrelations oriented

Correlationbetween leader

LPC & groupperformance

Low LPCtask oriented

1.00.80.60.40.200

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

I II III IV V VI VII VIII

Unfavor-able for leader

Favorable for leader

I II III IV V VI VII VIIILeader-member

relationsG G G G MPoor MPoor MPoor Poor

Task structure S S Uns Uns S Uns Uns Uns

Leader position power Strong Weak Strong Weak Strong Weak Strong Weak

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

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

Hersey-Blanchard SituationalLeadership Model

ImmatureEmployees

LowLow HighHigh

HighHigh

LowLow

MatureEmployees

Willing/Able Unwilling/able Willing/unable Unwilling/unable

4 3 2 1

Leader’s concern with taskLeader’s concern with task

Leader’s Leader’s concern concern

with with relationshiprelationship

P. Hersey and K. H. Blanchard, Management of Organizational Behavior: Utilizing Human Resources, 3d ed., 1977, p. 170. Englewood Cliffs: Prentice Hall.

Guidelines for Leadership

• Unique attributes, predispositions & 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

Five Types of Followers

Independent, uncritical thinkingIndependent, uncritical thinking

Independent, critical thinkingIndependent, critical thinking

PassivePassive ActiveActive

Alienatedfollowers

Survivors

SheepYes

people

Effectivefollowers

Source: R. E. Kelley, “In Praise of Followers,” Harvard Business Review 66 (1988): 145.

Dynamic Follower

• Responsible steward of his or her job

• Effective in managing the relationship with the boss

• Practices self-management