ob presentation chapter 8
TRANSCRIPT
-
8/17/2019 Ob Presentation Chapter 8
1/43
Leadership &
Followership
C H A P T E R
-
8/17/2019 Ob Presentation Chapter 8
2/43
Learning Objectives for
Chapter 12After reading this chapter, you shouldbe able to do the following:
•Dene leadership and followership
•Discuss the dierences betweenleadership and !anage!ent and betweenleaders and !anagers
•"valuate the eectiveness of autocratic#de!ocratic#and laisse$%faire leadership stles
•"'plain initiating structure and
-
8/17/2019 Ob Presentation Chapter 8
3/43
Learning Objectives forChapter 12
Continued . . .•"valuate the usefulness of Fiedler)scontingenc theor of leadership
•Co!pare and contrast the path%goaltheor#*roo!%+etton%,ago theor# the -ituationalLeadership. !odel# leader%!e!ber
e'change#and the -ubstitutes for Leadership !odel
•Distinguish a!ong transfor!ational#charis!atic#and authentic leaders
-
8/17/2019 Ob Presentation Chapter 8
4/43
Leadership
Leadership /Leadership / the process of guidingand directing the behavior of peoplein the wor0 environ!ent
For!al leadership /For!al leadership / the ociallsanctioned leadership based on theauthorit of a for!al position
nfor!al leadership /nfor!al leadership / the unocialleadership accorded to a person bother !e!bers of the organi$ation
-
8/17/2019 Ob Presentation Chapter 8
5/43
Followership
Followership /Followership / the process ofbeing guided and directed b aleader in the wor0 environ!ent
3hotos courtes of Clips Online# 4 2556 7icrosoft Cor
-
8/17/2019 Ob Presentation Chapter 8
6/43
7anagers and Leaders
-
8/17/2019 Ob Presentation Chapter 8
7/43
8otter9 7anage!ent andLeadership
7anage!ent • 3lans# budgets
• Organi$es# stas
• Controls# solves
proble!s
Leadership
-ets direction:ligns peoplethroughco!!unication
7otivates people3hotos courtes of Clips Online# 4 2556 7icrosoft Cor
;educesuncertaint-tabili$es
organi$ations
Creates
uncertaint
-
8/17/2019 Ob Presentation Chapter 8
8/43
Leadership vs<7anage!ent
Leaders and !anagers• =ave distinct personalities
• 7a0e dierent contributions
7anagers advocatefor stabilit
and status >uo
Leadersadvocate for
change and newapproaches
?oth !a0e valuable contributions"ach one)s contributions are dierent
-
8/17/2019 Ob Presentation Chapter 8
9/43
Leaders and 7anagers
PersonalityDimension Manager Leader
Attitudestoward goals
Impersonal, passive,functional; goals arise outof necessity, reality
Personal, active; goals arisefrom desire and imagination
Conceptions ofwork
Combines people, ideas,things; seeks moderaterisk through balance
Looks for fresh approachesto old problems; seeks highrisk with high payoffs
Relationships
with others
Prefers to work withothers; avoids close and
intense relationships,avoids conflicts
Comfortable in solitary work;encourages close, intense
relationships, not averse toconflict
Sense of self Born once; accepts life asit is; unuestioning
Born twice; struggles forsense of order; uestionslife
-O@;C"9 ;eprinted b per!ission of Harvard Business Review< Fro! A7anagers and Leaders9 :re Bhe Dierent b :< Ealeni0 ,anuar 255G
-
8/17/2019 Ob Presentation Chapter 8
10/43
"arl Brait Bheories
Distinguished leaders b• 3hsical attributes
• 3ersonalit characteristics
• -ocial s0ills and speech Juenc• ntelligence and scholarship
• Cooperativeness
• nsight
-
8/17/2019 Ob Presentation Chapter 8
11/43
Leadership Behavioral Theory:
Lewin Studies
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
-
8/17/2019 Ob Presentation Chapter 8
12/43
Leadership ?ehavioral Bheor9Leadership ?ehavioral Bheor9
Ohio -tate -tudiesOhio -tate -tudiesnitiating -tructurenitiating -tructure // leader behaviorai!ed at dening and organi$ing wor0
relationships and rolesI establishingclear patterns of organi$ation#co!!unication# and was of gettingthings done
Consideration /Consideration / leader behavior ai!ed atnurturing friendl# war! wor0ingrelationships# as well as encouraging!utual trust and interpersonal respect
within the wor0 unit
-
8/17/2019 Ob Presentation Chapter 8
13/43Copyright !"#$$ Cengage Learning% &ll rights reserved% 'ay not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part%
Leadership ?ehavioral Bheor97ichigan -tudies
Production()rientedLeader
*mployee()rientedLeader
Constant leader influence+elationship(focused
environment
irect or closesupervision
Less direct-closesupervision
'any written or unwrittenrules and regulations .ewer written or unwrittenrules and regulations
.ocus on getting workdone
.ocus on employees/concerns and needs
-
8/17/2019 Ob Presentation Chapter 8
14/43
Leadership (ridDenitions
Leadership (rid /Leadership (rid / an approach tounderstanding a leader)s or !anager)sconcern for results productionH andconcern for people
ConcernConcern
forfor
PeoplePeople
Concern forConcern for
ProductionProduction
High
HighLow
Low
,,
Organi$ation 7anOrgani$ation 7an
7anager K#KH /7anager K#KH /
a leader whobalancesproduction withe!ploee !orale#!iddle of the road
-
8/17/2019 Ob Presentation Chapter 8
15/43Copyright !"#$$ Cengage Learning% &ll rights reserved% 'ay not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part%
ConcernConcern
forfor
PeoplePeople
Concern forConcern for
ProductionProduction
High
HighLow
Low
!,!,
""
Leadership (rid Denitions
Countr ClubCountr Club7anager 1#H /7anager 1#H / aleader who
creates a happ#co!fortable wor0environ!ent:uthorit Co!pliance:uthorit Co!pliance
7anager #1H /7anager #1H / a leaderwho e!phasi$esecient production
",",
!!
-
8/17/2019 Ob Presentation Chapter 8
16/43Copyright !"#$$ Cengage Learning% &ll rights reserved% 'ay not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part%
ConcernConcernforfor
PeoplePeople
Concern forConcern for
ProductionProduction
High
High
Low
Low
Leadership (ridDenitions
!poverished!poverished
7anager 1#1H /7anager 1#1H / :leader who e'erts just enough eortto get b
!,!,
!!
",",
""
Bea! 7anager #H Bea! 7anager #H
// a leader whobuilds a highl
productive tea! ofco!!itted people
-
8/17/2019 Ob Presentation Chapter 8
17/43
Leadership (rid
Denitions3aternalistic3aternalisticAfather 0nows bestAfather 0nows best7anager MH /7anager MH / aleader whopro!ises rewardand threatenspunish!ent
ConcernConcern
forfor
PeoplePeople
Concern forConcern for
ProductionProduction
High
HighLow
Low
!,!,
""
",",
!!
"#"#
""
-
8/17/2019 Ob Presentation Chapter 8
18/43
ConcernConcern
forfor
PeoplePeople
Concern forConcern forProductionProduction
High
HighLow
Low
Leadership (rid
DenitionsOpportunisticOpportunisticAwhat)s in it for !eAwhat)s in it for !e
7anager OppH /7anager OppH / aleader whose stle
ai!s to !a'i!i$eself%benet
$pportunistic%anage&ent
!,!,
""
",",
!!
",",
""
!,!,
!!
,,
!,!,
""
",",
!!
"#"#
""
-
8/17/2019 Ob Presentation Chapter 8
19/43
Fiedler)s Contingenc Bheor
Fiedler)s Contingenc Bheor /Fiedler)s Contingenc Bheor / classiesthe favorableness of the leader)s situation
Three 'a(orableness )ituations
!.Least preferred cowor*er +LPC
L3CH /L3CH / the person a leader has least
preferred to wor0 with over his or hercareer
-
8/17/2019 Ob Presentation Chapter 8
20/43
• Bas0 -tructure / Bas0 -tructure / degree of clarit# ora!biguit# in the group)s wor0activities
• 3osition 3ower /3osition 3ower / authorit associatedwith the leader)s for!al position inthe organi$ation
• Leader%7e!ber ;elations /Leader%7e!ber ;elations / >ualit ofinterpersonal relationships a!ong aleader and group !e!bers
-. )ituational 'a(orableness
-
8/17/2019 Ob Presentation Chapter 8
21/43
High LPC
relationshiporiented
Correlationsbetween
leaderLPC groupperfor&ance
Low LPCtas* oriented
!.//.0/
.1/
.2/
.-/
/
3.-/
3.2/
3.1/
3.0/
4 44 444 45 5 54 544 54446nfa(orablefor leader
'a(orablefor leader
-O@;C"9 F< " < Fiedler# A Theory of Leadership Eectiveness New +or09 7c(raw%=ill# 1G
-
8/17/2019 Ob Presentation Chapter 8
22/43
3ath%(oal Bheor ofLeadership
9or*placecharacteristic
s• Bas0 structure• Por0 group• :uthoritsste!
'ollowerCharacteristics
• :bilit level• :uthoritarianis!• Locus of
control
'ollower pathperceptions"ort%3erfor!ance%
;eward lin0ages
Leader beha(iorstyles• Directive• -upportive• 3articipative• :chieve!ent%oriented
'ollowergoals• -atisfaction• ;ewards• ?enets
Copyright !"#$$ Cengage Learning% &ll rights reserved% 'ay not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part%
-
8/17/2019 Ob Presentation Chapter 8
23/43
*roo!%+etton%,agoNor!ative Decision 7odel
elegate ecide
Consult
4ndi(idually
Consult ;roup
'acilitate
6se thedecision
ðod &ostappropriate fora gi(endecisionsituation
-
8/17/2019 Ob Presentation Chapter 8
24/43
=erse%?lanchard -ituationalLeadership 7odel
Leader
-
8/17/2019 Ob Presentation Chapter 8
25/43
Copyright !"#$$ Cengage Learning% &ll rights reserved% 'ay not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part%
erse% anc ar-ituational
Leadership 7odel
0igh 'oderate Low
R4 R3 R R!
&ble andwilling orconfident
&ble butunwilling or
insecure
1nable butwilling orconfident
1nable andunwilling or
insecure
Leaderirected
'ollowerirected
'ollower Readiness
-O@;C"9 4 255 ;eprinted with per!ission of the Center for Leadership -tudies# nc
-
8/17/2019 Ob Presentation Chapter 8
26/43
Copyright !"#$$ Cengage Learning% &ll rights reserved% 'ay not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part%
Develop!ents in Leadership Bheor
"n#$roups %ut#$roups
'embers similar to leader 'anaged by formal rules andpolicies
2iven greater responsibilities,rewards, attention
2iven less attention; fewerrewards
3ithin leader/s inner circle ofcommunication
)utside the leader/scommunication circle
0igh 4ob satisfaction andorgani5ational commitment,low turnover
'ore likely to retaliate against theorgani5ation
6tress from addedresponsibilities
6tress from being left out ofcommunication network
Leader 3 %e&ber E=change+L%>
-
8/17/2019 Ob Presentation Chapter 8
27/43
Develop!ents inLeadership Bheor
• -atisfing tas0
• 3erfor!ance feedbac0
• "!ploee)s high s0illlevel
• Bea! cohesiveness
• Organi$ation)s for!alcontrols
)ubstitutes forLeadership
-
8/17/2019 Ob Presentation Chapter 8
28/43
Develop!ents in LeadershipDevelop!ents in Leadership Bheor Bheor
Transfor&ationalLeadership
:s a transactionalleader# use for!al rewards and punish!ents<
:s a transfor!ational
leader# inspire and e'citefollowers to high levelsof perfor!ance<
Bransfor!ational
-
8/17/2019 Ob Presentation Chapter 8
29/43
Bransfor!ationalLeadership
-
8/17/2019 Ob Presentation Chapter 8
30/43
Charis!atic Leadership
Charis!atic Leadership /Charis!atic Leadership / a leader)s useof personal abilities and talents in orderto have profound and e'traordinareects on followers
Charis!a /Charis!a / !eans gift in (ree0
Charis!atic leaders use referent power
3otential for high achieve!ent and
perfor!ance
3otential for destructive and har!fulcourses of action
3hotos courtes of Clips Online# 4 2556 7icrosoft Corporation
-
8/17/2019 Ob Presentation Chapter 8
31/43
:uthentic Leadership
:uthentic Leadership /:uthentic Leadership / a stle ofleadership that includestransfor!ational# charis!atic# or
transactional approaches as thesituation de!ands
3hotos courtes of Clips Online# 4 2556 7icrosoft Cor
-
8/17/2019 Ob Presentation Chapter 8
32/43
-
8/17/2019 Ob Presentation Chapter 8
33/43
"!otional ntelligence
• :bilit to recogni$eand !anage e!otionin oneself and others
• :ects how leaders!a0e decisions
Co!prised ofco!petencies
-elf%awareness"!path
:daptabilit
-elf%condence
Brust
-
8/17/2019 Ob Presentation Chapter 8
34/43
Brust
Brust / Brust / willingnessto be vulnerableto the actions of
another
-
8/17/2019 Ob Presentation Chapter 8
35/43
(ender
3hotos courtes of Clips Online# 4 2556 7icrosoft Corpor
-
8/17/2019 Ob Presentation Chapter 8
36/43
-ervant Leadership
Leaders lead b serving
others
"!ploees Custo!ers
Co!!unit
-
8/17/2019 Ob Presentation Chapter 8
37/43
:busive -upervision
Negative behaviors include
-e'ual harass!ent
3hsical violence:ngr outbursts
3ublic ridicule
Ba0ing credit for e!ploees)successes
-capegoating e!ploees:ects 1Q
-
8/17/2019 Ob Presentation Chapter 8
38/43
Five Bpes of Followers
ependent, uncritical thin*ing
4ndependent, critical thin*ing
Passi(e Acti(e
-O@;C"9 ;eprinted b per!ission of Harvard Business Review< Fro! An 3raise of Followers# b ;< "< 8elle# Nove!ber /Dece!ber# 166# p< 1GK< Copright 4 166 b =arvard ?usiness -chool 3ublishing Corporation< :ll rights reserved<
)ur(i(ors
?es
people
E8ecti(efollowers
)heep
Alienatedfollowers
-
8/17/2019 Ob Presentation Chapter 8
39/43
Copyright !"#$$ Cengage Learning% &ll rights reserved% 'ay not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part%
Dna!ic Follower
• ;esponsible steward of
his or her job
• "ective in !anagingthe relationship with theboss
• 3ractices self%
!anage!ent
3hotos courtes of Clips Online# 4 2556 7icrosoft Corporation
C lt l Di i
-
8/17/2019 Ob Presentation Chapter 8
40/43
Cultural Dierences inLeadership
Leadership viewed dierentl acrosscultures
"ssential forleaders tounderstandother cultures
Leaders need to alter approaches
when crossing national boundaries3hotos courtes of Clips Online# 4 2556 7icrosoft Corporation
-
8/17/2019 Ob Presentation Chapter 8
41/43
-
8/17/2019 Ob Presentation Chapter 8
42/43
(uidelines for
LeadershipG< Dierent leadership situations
call for dierent leadership
talents and behaviors
K< (ood leaders areli0el to be good
followers
-
8/17/2019 Ob Presentation Chapter 8
43/43
Bhan0 +ou