Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 12 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5 th edition Leadership and Followership

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Leadership and Followership _________________ – the process of guiding & directing the behavior of people in the work environment ______________________ – the officially sanctioned leadership based on the authority of a formal position ______________________ – the unofficial leadership accorded to a person by other members of the organization

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Leadership and Followership Followership –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Kotter: Management and Leadership Management – Leadership –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Kotter: Management and Leadership Management Characteristics – Leadership Characteristics –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Leadership vs. Management Leaders and managers –

Leaders and Managers Personality Dimension ManagerLeader Attitudes toward goals Conceptions of work Relationships with others Sense of self SOURCE: Reprinted by permission of Harvard Business Review. From A. Zaleznik, “Managers and Leaders: Are They Different?” Harvard Business Review 55 (1977): Copyright © 1977 by the Harvard Business School Publishing Corporation; all rights reserved. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Early Trait Theories Distinguished leaders by –____________ attributes –______________ characteristics –_______ skills and ________ fluency –_____________ and ____________ –____________________ –____________ Early trait theory research resulted in controversial findings

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Leadership Behavioral Theory: Lewin Studies _________________ the leader takes collaborative, reciprocal, interactive actions with followers; followers have high degree of discretionary influence _________________ the leader fails to accept the responsibilities of the position; creates chaos in the work environment _________________ the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships; followers have little discretionary influence

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Leadership Behavioral Theory: Ohio State Studies ___________________ ___________________ leader behavior aimed at defining and organizing work relationships and roles; establishing clear patterns of organization, communication, and ways of getting things done. ___________________ ___________________ leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Leadership Behavioral Theory: Michigan Studies _____________________________ Constant leader influence Direct or close supervision Many written or unwritten rules and regulations Focus on getting work done _____________________________ Relationship-focused environment Less direct/close supervision Fewer written or unwritten rules and regulations Focus on employee concern and needs

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Concern for People Concern for Production High Low Leadership Grid Definitions Leadership Grid – 5,5 Organization Man (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.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Concern for People Concern for Production High Low Leadership Grid Definitions Country Club Manager (1,9) – 1,9 9,1 Authority Compliance Manager (9,1) – 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.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Concern for People Concern for Production High Low Leadership Grid Definitions Impoverished Manager (1,1) – 1,1 9,9 Team Manager (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.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Leadership Grid Definitions Paternalistic “father knows best” Manager (9+9) – Concern for People Concern for Production High Low 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.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Leadership Grid Definitions Opportunistic “what’s in it for me” Manager (Opp) – 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.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Fiedler’s Contingency Theory __________________________ classifies the favorableness of the leader’s situation –__________________________ – the person a leader has least preferred to work with over his or her career –__________________ – degree of clarity, or ambiguity, in the group’s work activities –__________________________ – authority associated with the leader’s formal position in the organization –__________________________ – quality of interpersonal relationships among a leader and group members

Leadership Effectiveness in the Contingency Theory High LPC relations oriented Low LPC task oriented I II III IV V VI VII VIII Unfavorable for leader Favorable for leader SOURCE: F. E. Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1964.) Reprinted with permission of the author. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Path–Goal Theory of Leadership Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Vroom-Yetton-Jago Normative Decision Model Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Hersey-Blanchard Situational Leadership ® Model Leader Behavior Task Behavior (Directive Behavior) (Supportive Behavior) Relationship Behavior (low)(high) (low) (high) S3S2 S1S4 Low-Rel Low Task High Task High-Rel High Task Low-Rel High-Rel Low Task Delegating Participating Selling Telling SOURCE: P. Hersey and K. H. Blanchard and D.E. Johnson, Management of Organizational Behavior: Leading Human Resources, 8th ed. (Upper Saddle River, N.J.: Pearson Education, Inc., 2001) Copyright © Center for Leadership Studies, Escondido, CA. Used with permission. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved ®

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved HighModerateLow R4R3R2R1 Leader Directed Follower Directed Follower Readiness Hersey-Blanchard Situational Leadership ® Model SOURCE: P. Hersey and K. H. Blanchard and D.E. Johnson, Management of Organizational Behavior: Leading Human Resources, 8th ed. (Upper Saddle River, N.J.: Pearson Education, Inc., 2001) Copyright © Center for Leadership Studies, Escondido, CA. Used with permission.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Developments in Leadership Theory In-groups Out-Groups Leader–Member Exchange

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Developments in Leadership Theory Substitutes for Leadership

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved As a transformational leader, I inspire and excite followers to high levels of performance. Developments in Leadership Theory Transformational Leadership As a transactional leader, I use formal rewards and punishments.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Charismatic Leadership ______________________ – the use, by a leader, of personal abilities and talents in order to have profound and extraordinary effects on followers _____________ – means gift in Greek Charismatic leaders use ____________ power Potential for high ___________ and ____________________ Potential for _____________ and __________ courses of action

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Emerging Issues in Leadership

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Emergence of Women Leaders

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Five Types of Followers Dependent, uncritical thinking Independent, critical thinking Passive Active SOURCE: Reprinted by permission of Harvard Business Review. From “In Praise of Followers,” by R. E. Kelley, Vol. 66, 1988, p Copyright © 1988 by Harvard Business School Publishing Corporation. Survivors _________

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Dynamic Follower

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Dynamic Follower Characteristics

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Cultural Differences in Leadership

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Guidelines for Leadership Unique ____________, ______________, and ____________ of each leader should be appreciated Organizations should ___________ leaders who ___________ but not _____________ the organizational culture Leader behaviors should _____________ a concern for people; it ____________ follower _________________ Different leadership ____________ call for ____________ leadership _________ and _____________ Good ______________ are likely to be good ______________

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Leadership and Followership