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Chapter 12Leadership and Followership

s1. Discuss the differences between leadership and management and between

leaders and managers.

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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.

© 2011 Cengage Learning. All rights reserved.

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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 Outcome1

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


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Leadership and Followership

Leadership – the process of guiding and directing the behavior of people in the work environment

Followership – the process of being guided and directed by a leader in the work environmentwork 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

environment


to a person by other members of the organization

Management and Leadership

Management LeadershipSetting a– Planning and

budgeting

– Organizing and staffing

– Controlling and

– Setting a direction for the organization

– Aligning people with that direction


problem solving – Motivating people

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Management and Leadership

Agitate for change and new

approaches

AN

GER

S LEAD

ER

Advocate stability and the status quo


MA S

Leaders and Managers


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Learning Outcome2

Explain the role of trait theory in describing leaders.


[Early Trait Theories]

• Distinguished leaders by• Distinguished leaders by – Physical attributes– Personality characteristics– Abilities (speech fluency, social

skills, insight)


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Learning Outcome3

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


Autocratic Style – the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and

LEWIN ON LEADERSHIP

Democratic Style – the leader takes collaborative, reciprocal, interactive actions with followers; followers have high degree of discretionary influence

relationships; followers have little discretionary influence


Laissez-Faire Style – the leader fails to accept the responsibilities of the position; creates chaos in the work environment

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OHIO STATE STUDIES[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 donecommunication, 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


MICHIGAN STUDIESProductionProduction--Oriented LeaderOriented Leader

• Focus – getting things done• Uses direct, close supervision

M itt itt l• Many written or unwritten rules

EmployeeEmployee--Oriented LeaderOriented Leader• Focus – relationships• Less direct, close supervision• Fewer written or unwritten rules• Displays concern for people and their

needs


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Leadership Grid Definitions

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

Concern for

High


People

Concern for ProductionHigh

LowLow


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

Concern for

High

5 5

the road leader


People


LowLow

5,5

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

Concern for

High

production


People


LowLow

9,1


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

Concern for

High1,9


People


LowLow

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

Concern for

High 9,9

g y pcommitted people


People


LowLow


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

Concern for

High


People


LowLow

1,1

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

Concern for

High1,9

9+9


People


LowLow

9,1

9+9


Opportunistic “what’s in it for me” Manager

Opportunistic Management

me Manager (Opp) – a leader whose style aims to maximize self-benefit

Concern for

High 1,9 9,9

5.5

1,9

9,1

9+9


People


LowLow

9,11,1

5.5

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.

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Learning Outcome4

Describe and compare the four contingency theories of leadership.


Fiedler’s Contingency Theory

Fit between leader’s need structure and favorableness of leader’s situation determine

the team’s effectivenessthe team s effectiveness.

– Least Preferred Coworker (LPC) – the person a leader has least prefers to work with

– High LPC – leaders who describe LPC in positive termsL LPC l d h d ib LPC i


– Low LPC – leaders who describe LPC in negative terms

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Situation Favorableness

Three elements to leader’s situation:

T k t tTask structurePosition power

Leader-member relations

Favorable leadership situation – structured task for the work group, strong position power for leader,

good leader-member relations


Unfavorable leadership situation – unstructured task, weak position power for leader, poor leader-member

relations.

Leadership Effectiveness in the Contingency Theory


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Path–Goal Theory of Leadership

Leader behavior stylesLeader 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


Vroom-Yetton-Jago Normative Decision Model

Decide

Consult individually

Consult group

Manager should use the decision method most appropriate for a given situation

Facilitate

Delegate


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Time Driven Model


Hersey-Blanchard Situational Leadership® Model


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Hersey-Blanchard Situational Leadership® Model


Learning Outcome5

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


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Leader-Member Exchange

In-groups Out-Groups

Leaders form two groups of followers:

• Members similar to leader

• Given greater responsibilities, rewards, attention

• Within leader’s inner circle of communication

• High job satisfaction and organizational commitment

• Managed by formal rules and policies

• Given less attention; fewer rewards

• Outside the leader’s communication circle

• More likely to retaliate against the organization


organizational commitment, low turnover

• Stress from added responsibilities

the organization• Stress from being left

out of communication network

• Transformational Leadership

Inspirational Leadership Theories

• Charismatic Leadership

• Authentic Leadership


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Transformational Leadership

Transformational leaders inspire and excite

followers to high level of performance


performance

Charismatic Leadership

Charismatic leaders use the force of personal abilities and talents to have profound effects on followers.


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Authentic Leadership

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Authentic leaders have a conscious and well-developed sense of

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developed sense of values and act in ways that are consistent to their value systems.

Beyond the Book:Bad Charismatic Leaders?

Charismatic leaders are dynamic figures who create a strong relationship with followers. However, some charismatic leaders may act unethically, manipulating followers for their personal benefit and interest.

What makes a charismatic leader unethical? - When they use power to dominate others for personal gain.

When they are the sole source of vision


- When they are the sole source of vision.-When they engage in one-way communication. - When they are insensitive and unresponsive to followers. - When they thrive on attention.

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Learning Outcome6

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


Emerging Issues in Leadership

Emotional Intelligence

Trust

Gender and Leadership

S t L d hi


Servant Leadership

Abusive Supervision

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Diversity is not just politically correct, it adds to the bottom li

Beyond the Book:Diversity Pays

line.

According to Catalyst, a workplace-research group, Fortune 500 companies with most women in senior management had higher return on equities.

The success may lie in a female management style –


The success may lie in a female management style –thinking long term, avoiding risk and emphasizing collaboration and consensus.

Learning Outcome7

Define followership and identify different types of followers.


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Followership

• Traditionally, followers viewed as passive…

• More contemporary views


More contemporary views cast follower as active role, with potential for leadership…

Five Types of Followers


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Eight tips for being a good protégé:1 Talk first and often

Beyond the Book:I Will Follow

1. Talk first – and often

2. Read between the lines

3. Go the extra mile

4. Do your homework

5. Share information


6. Make it mutual

7. Be personable

8. Have a positive attitude

Learning Outcome8

Synthesize historical leadership research into key guidelines for leaders.


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Guidelines for Leadership

• Leaders and organizations should appreciate the unique attributes, predispositions, and talents of q p peach leader.

• Leaders should be chosen who challenge the organizational style without destroying it.

• Participative, considerate leadership enhances the health and well-being of followers.

• Different leadership situations call for different


• Different leadership situations call for different leadership talents and behaviors.

• Good leaders are likely to be good followers.

Hamid Karzai was inaugurated to his second term as president of Afghanistan on November 19, 2009.

Beyond the Book:Leadership: At What Cost?

In his inaugural speech, he promised to fight corruption and bring peace to the war-torn country.

Many in Afghanistan and around the world discredit Karzai’s legitimacy, as there is substantive evidence of election fraud


election fraud.

Will Karzai be an effective leader? How can he reassure skeptics of his legitimacy?

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1. Assess the behavior of both Major Sinclair and Michael Canaris. Which leadership traits described earlier in this chapter appear in their behavior?

2. Apply the behavioral theories discussed earlier to this film

Doomsday

sequence.Which parts apply to Sinclair and Canaris’s behavior? Draw specificexamples from the film sequence.

3. Does this film sequence show any aspects of transformational and charismatic leadership? Draw some


charismatic leadership? Draw some examples from the sequence.

chapter 12 leadership and followership - wweb.uta.eduwweb.uta.edu/management/danyelle/slides/chapter...

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