Leadership and Followership Leadership and Followership CommunicationCommunication

Chapter TwoChapter Two

““Nature has given us two ears, two eyes, Nature has given us two ears, two eyes, and but one tongue---to the end, we should and but one tongue---to the end, we should hear and see more than we speak.hear and see more than we speak.

SocratesSocrates

Leadership Models Leadership Models

Model One: authoritarian, democratic or Model One: authoritarian, democratic or laissez-fairelaissez-faire

Model Two: task vs interpersonalModel Two: task vs interpersonal

AuthoritarianAuthoritarian

A style of leadership in which the leader A style of leadership in which the leader uses strong, directive, controlling actions to uses strong, directive, controlling actions to enforce the rules, regulations, activities and enforce the rules, regulations, activities and relationships in the work environment.relationships in the work environment.

Organizational Behavior, Nelson & QuickOrganizational Behavior, Nelson & Quick

DemocraticDemocratic

A style of leadership in which the leaders A style of leadership in which the leaders takes collaborative, responsive, interactive takes collaborative, responsive, interactive actions with followers concerning the work actions with followers concerning the work and the work environment.and the work environment.

Organizational Behavior, Nelson & QuickOrganizational Behavior, Nelson & Quick

Laissez-Faire Laissez-Faire (“leave them alone”)(“leave them alone”)

A style of leadership in which the leader fails A style of leadership in which the leader fails to accept the responsibilities of the position.to accept the responsibilities of the position.

Organizational Behavior, Nelson & QuickOrganizational Behavior, Nelson & Quick

Authoritarian Authoritarian

Sets goals individuallySets goals individually Engages primarily in one-way, downward communicationEngages primarily in one-way, downward communication Controls discussions of followersControls discussions of followers Sets policy and procedures unilaterally Sets policy and procedures unilaterally Dominates interactionDominates interaction Personally directs the completion of tasksPersonally directs the completion of tasks Provides infrequent positive feedbackProvides infrequent positive feedback Rewards obedience and punishes mistakesRewards obedience and punishes mistakes Exhibits poor listening skillsExhibits poor listening skills Uses conflict for personal gainUses conflict for personal gain

DemocraticDemocratic

Involves followers in setting goalsInvolves followers in setting goals Engages in two-way, open communicationEngages in two-way, open communication Facilitates discussion with followersFacilitates discussion with followers Solicits input regarding determination of policy and Solicits input regarding determination of policy and

proceduresprocedures Focuses interactionFocuses interaction Provides suggestions and alternatives for the completion of Provides suggestions and alternatives for the completion of

taskstasks Provides frequent positive feedbackProvides frequent positive feedback Rewards good work and uses punishment only as a last Rewards good work and uses punishment only as a last

resortresort Exhibits effective listening skillsExhibits effective listening skills Mediates conflict for group gainMediates conflict for group gain

Laissez-FaireLaissez-Faire

Allows followers free rein to set their own goalsAllows followers free rein to set their own goals Engages in noncommittal, superficial communicationEngages in noncommittal, superficial communication Avoids discussion with followers to set policy and Avoids discussion with followers to set policy and

proceduresprocedures Avoids interactionAvoids interaction Provides suggestions and alternatives for the completion of Provides suggestions and alternatives for the completion of

tasks only when asked to do so by followerstasks only when asked to do so by followers Provides infrequent feedback of any kindProvides infrequent feedback of any kind Avoids offering rewards or punishmentsAvoids offering rewards or punishments May exhibit either poor or effective listening skillsMay exhibit either poor or effective listening skills Avoids conflictAvoids conflict

GenerationsGenerations

Veterans: born between 1922 and 1943 (52 Veterans: born between 1922 and 1943 (52 million born)million born)

Baby Boomers: born between 1944 and Baby Boomers: born between 1944 and 1960 (73 million born)1960 (73 million born)

Generation Xers: born between 1961 and Generation Xers: born between 1961 and 1980 (70 million born)1980 (70 million born)

Generation Nexters: born between 1981 Generation Nexters: born between 1981 and today (70 million born)and today (70 million born)

Leadership Styles for Different Leadership Styles for Different GenerationsGenerations

VeteransVeterans– Gain their trustGain their trust– Respect their experienceRespect their experience

Baby BoomersBaby Boomers– Show appreciation of workShow appreciation of work– Involve in decision makingInvolve in decision making– Offer opportunities to serve as mentorsOffer opportunities to serve as mentors

Leadership Styles for Different Leadership Styles for Different GenerationsGenerations

Generation XGeneration X– Be truthfulBe truthful– Respect sense of work/life balanceRespect sense of work/life balance– Respect their experiencesRespect their experiences

Generation NextersGeneration Nexters– Provide structure and leadershipProvide structure and leadership– Clarify long-term goalsClarify long-term goals– Offer mentoring programsOffer mentoring programs

Task OrientationTask Orientation

Disseminates informationDisseminates information Ignores the positions, ideas and feelings of othersIgnores the positions, ideas and feelings of others Engages in rigid, stylized communicationEngages in rigid, stylized communication Interrupts othersInterrupts others Makes demandsMakes demands Focuses on facts, data and information as they relate to Focuses on facts, data and information as they relate to

taskstasks Emphasizes productivity through the acquisition of Emphasizes productivity through the acquisition of

technical skillstechnical skills Most of the time communicates in writingMost of the time communicates in writing Maintains a “closed door” policyMaintains a “closed door” policy

Interpersonal OrientationInterpersonal Orientation

Solicits opinionsSolicits opinions Recognizes the positions, ideas, and feelings of othersRecognizes the positions, ideas, and feelings of others Engages in flexible, open communicationEngages in flexible, open communication Listens carefully to othersListens carefully to others Makes requestsMakes requests Focuses on feelings, emotions, and attitudes as they relate Focuses on feelings, emotions, and attitudes as they relate

to personal needsto personal needs Emphasizes productivity through the acquisition of Emphasizes productivity through the acquisition of

personal skillspersonal skills Most often communicates orallyMost often communicates orally Maintains an “open door” policyMaintains an “open door” policy

Studies that Identified Studies that Identified Communication Patterns of LeadersCommunication Patterns of Leaders The Michigan Leadership StudiesThe Michigan Leadership Studies The Ohio State Leadership StudiesThe Ohio State Leadership Studies McGregor’s Theory X and Theory YMcGregor’s Theory X and Theory Y Blake and McCanse’s Leadership GridBlake and McCanse’s Leadership Grid

The Michigan Leadership StudyThe Michigan Leadership Study

Conducted shortly after WWIIConducted shortly after WWII One dimensional One dimensional Identified two basic leadership styles:Identified two basic leadership styles:

– Production orientedProduction oriented– Employee orientedEmployee oriented

A building block for newer leadership A building block for newer leadership studiesstudies

Ohio State Leadership StudiesOhio State Leadership Studies

After WWIIAfter WWII Measured specific leader behaviorsMeasured specific leader behaviors Identified two dimensionsIdentified two dimensions

– ConsiderationConsideration– Initiating StructureInitiating Structure

A leader could possess varying amounts of A leader could possess varying amounts of both dimensionsboth dimensions

Theory X and Theory YTheory X and Theory Y

Douglas McGregor, MIT ProfessorDouglas McGregor, MIT Professor Identified two approaches to supervision:Identified two approaches to supervision:

– Theory X: These managers think people do not Theory X: These managers think people do not like to work and like strict supervision. like to work and like strict supervision.

– Theory Y: These managers think work is a Theory Y: These managers think work is a source of satisfaction and want the source of satisfaction and want the responsibility.responsibility.

Blake and McCanse’s Leadership Blake and McCanse’s Leadership GridGrid

Has also been called the Managerial GridHas also been called the Managerial Grid Focuses communication stylesFocuses communication styles

– 1,1 Impoverished Mgt1,1 Impoverished Mgt– 9,1 Authority-Compliance9,1 Authority-Compliance– 5,5 Middle of the Road Management5,5 Middle of the Road Management– 1,9 Country Club Management1,9 Country Club Management– 9,9 Team Management9,9 Team Management

Kelley’s Characteristics of Kelley’s Characteristics of FollowershipFollowership

Alienated followersAlienated followers ConformistsConformists PragmatistsPragmatists Passive FollowersPassive Followers Exemplary FollowersExemplary Followers

DePree’s Suggestions on DePree’s Suggestions on LeadershipLeadership

Leaders can create a negative environment that Leaders can create a negative environment that will not allow followers to growwill not allow followers to grow

Leaders must give good training and access to all Leaders must give good training and access to all relevant informationrelevant information

Leaders must make followers feel neededLeaders must make followers feel needed Successfully managing change is essential for Successfully managing change is essential for

survivalsurvival Leaders must listen and help, especially when Leaders must listen and help, especially when

they don’t like what they hearthey don’t like what they hear Leaders must be fair in providing resources and in Leaders must be fair in providing resources and in

their evaluation of followerstheir evaluation of followers

““The achievements of an organization are The achievements of an organization are the result of the combined effort of each the result of the combined effort of each individual.”individual.”

Vince LombardiVince Lombardi