© 2013 Cengage Learning Chapter 12 Leadership and Followership Learning Outcomes 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.

Leadership 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 © 2013 Cengage Learning

Learning Outcome Discuss the differences between leadership and management and between leaders and managers. © 2013 Cengage Learning 1

Management and Leadership Management –Planning and budgeting –Organizing and staffing –Controlling and problem solving Leadership –Setting a direction for the organization –Aligning people with that direction –Motivating people

© 2013 Cengage Learning Management and Leadership Agitate for change and new approaches MANGERS LEADERS Advocate stability and the status quo

Leaders and Managers © 2013 Cengage Learning

Learning Outcome Explain the role of trait theory in describing leaders. © 2013 Cengage Learning 2

[Early Trait Theories] Distinguished leaders by –Physical attributes –Personality characteristics –Abilities (speech fluency, social skills, insight) © 2013 Cengage Learning

Learning Outcome Describe the role of foundational behavioral research in the development of leadership theories. © 2013 Cengage Learning 3

Democratic Style – the leader uses interaction and collaboration with followers to direct the work and work environment Laissez-Faire Style – the leader has a hands-off approach Autocratic Style – the leader uses strong, directive actions to control the rules, regulations, activities, and relationships in the work environment LEWIN ON LEADERSHIP © 2013 Cengage Learning

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 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

© 2013 Cengage Learning MICHIGAN STUDIES Production-Oriented Leader Focus – getting things done Uses direct, close supervision Many written or unwritten rules Employee-Oriented Leader Focus – relationships Less direct, close supervision Fewer written or unwritten rules Displays concern for people and their needs

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 People Concern for Production High Low © 2013 Cengage Learning

Leadership Grid Definitions Concern for People Concern for Production High Low 5,5 Organization Man (5,5) – a middle-of- the-road leader © 2013 Cengage Learning

Leadership Grid Definitions Concern for People Concern for Production High Low 9,1 Authority Compliance Manager (9,1) – a leader who emphasizes efficient production © 2013 Cengage Learning

Leadership Grid Definitions © 2013 Cengage Learning Country Club Manager (1,9) – a leader who has great concern for people and little concern for production, attempts to avoid conflict, and seeks to be well liked Concern for People Concern for Production High Low 1,9

Leadership Grid Definitions © 2013 Cengage Learning Concern for People Concern for Production High Low 9,9 Team Manager (9,9) – a leader who builds a highly productive team of committed people

Leadership Grid Definitions © 2013 Cengage Learning Impoverished Manager (1,1) – a leader who exerts just enough effort to get by Concern for People Concern for Production High Low 1,1

Leadership Grid Definitions Paternalistic “father knows best” Manager (9+9) – a leader who promises reward and threatens punishment © 2013 Cengage Learning Concern for People Concern for Production High Low 1,9 9,1 9+9

Leadership Grid Definitions Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit © 2013 Cengage Learning Opportunistic Management Concern for People Concern for Production High Low 1,9 9,1 9,9 1, ,9 9,1 9+9 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.

Learning Outcome Describe and compare the four contingency theories of leadership. © 2013 Cengage Learning 4

Fiedler’s Contingency Theory Fit between leader’s need structure and favorableness of leader’s situation determine the team’s effectiveness. –Least Preferred Coworker (LPC) – the single person a leader has least preferred to work with –High LPC – leaders who describe LPC in positive terms –Low LPC – leaders who describe LPC in negative terms © 2013 Cengage Learning

Situation Favorableness Three elements to leader’s situation: Task structure Position 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. © 2013 Cengage Learning

Leadership Effectiveness in the Contingency Theory © 2013 Cengage Learning

Path–Goal Theory of Leadership © 2013 Cengage Learning Leader behavior styles Directive Supportive Participative Achievement oriented Follower path perceptions Effort–Performance– Reward linkages Follower goals Satisfaction Rewards Benefits Workplace characteristics Task structure Work group Authority system Follower Characteristics Ability level Authoritarianism Locus of control

Vroom-Yetton-Jago Normative Decision Model Consult individually Consult group Decide Facilitate Delegate Manager should use the decision method most appropriate for a given situation © 2013 Cengage Learning

Time Driven Model © 2013 Cengage Learning

The Situational Leadership ® Model © 2013 Cengage Learning

Learning Outcome Discuss the recent developments in leadership theory of leader–member exchange and inspirational leadership. © 2013 Cengage Learning 5

Leader-Member Exchange In-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 Leaders form two groups of followers:

Inspirational Leadership Theories Transformational Leadership Charismatic Leadership Authentic Leadership © 2013 Cengage Learning

Transformational Leadership Transformational leaders inspire and excite followers to high level of performance

© 2013 Cengage Learning Charismatic Leadership Charismatic leaders use the force of personal abilities and talents to have profound effects on followers.

© 2013 Cengage Learning Authentic Leadership Authentic leaders have a conscious and well- developed sense of values and act in ways that are consistent to their value systems. I cannot tell a lie.

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 engage in one-way communication. - When they are insensitive and unresponsive to followers. - When they thrive on attention. © 2013 Cengage Learning

Learning Outcome Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models. © 2013 Cengage Learning 6

Emerging Issues in Leadership Trust Emotional Intelligence Gender and Leadership Servant LeadershipAbusive Supervision

Diversity is not just politically correct, it adds to the bottom 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 – thinking long term, avoiding risk and emphasizing collaboration and consensus. Beyond the Book: Diversity Pays © 2013 Cengage Learning

Learning Outcome Define followership and identify different types of followers. © 2013 Cengage Learning 7

Followership Traditionally, followers viewed as passive… More contemporary views cast follower as active role, with potential for leadership… © 2013 Cengage Learning

Five Types of Followers © 2013 Cengage Learning

Eight tips for being a good protégé: 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 © 2013 Cengage Learning Beyond the Book: I Will Follow © 2013 Cengage Learning

Learning Outcome Synthesize historical leadership research into key guidelines for leaders. © 2013 Cengage Learning 8

Guidelines for Leadership Leaders and organizations should appreciate the unique attributes, predispositions, and talents of each 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 leadership talents and behaviors. Good leaders are likely to be good followers. © 2013 Cengage Learning

Hamid Karzai was inaugurated to his second term as president of Afghanistan on November 19, 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. Will Karzai be an effective leader? How can he reassure skeptics of his legitimacy? Beyond the Book: Leadership: At What Cost? © 2013 Cengage Learning

Doomsday 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 sequence. Which parts apply to Sinclair and Canaris’s behavior? Draw specific examples from the film sequence. 3. Does this film sequence show any aspects of transformational and charismatic leadership? Draw some examples from the sequence. © 2013 Cengage Learning

Camp Bow Wow 1.Where does Heidi Ganahl’s leadership fall on the Leadership Grid discussed in the chapter? Explain. 2.In what way is Heidi Ganahl’s leadership transformational, charismatic and visionary? Give examples. 3.What is the difference between a manager and a leader, and how has Heidi Ganahl’s role shifted towards leadership and away from management as the organization has grown? © 2013 Cengage Learning