Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Leadership and Followership Chapter 12 Organizational Behavior Nelson & Quick, 6 th edition

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Leadership Leadership - Leadership - the process of guiding & directing the behavior of people in the work environment Formal leadership - Formal leadership - the officially sanctioned leadership based on the authority of a formal position Informal leadership - Informal leadership - the unofficial leadership accorded to a person by other members of the organization

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Followership Followership - Followership - the process of being guided and directed by a leader in the work environment Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Kotter: Management and Leadership Management –Controls complexity –Reduces uncertainty –Stabilizes organizations Leadership –Creates uncertainty –Creates useful change Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Kotter: Management and Leadership Management Characteristics –Planning and budgeting –Organizing and staffing –Controlling and problem solving Leadership Characteristics –Set direction for the organization –Use communication to align people with that direction –Motivate people to action through empowerment and basic need gratification

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Leadership vs. Management Leaders and managers –Have distinct personalities –Make different contributions Leaders advocate for change and new approaches Managers advocate for stability and status quo Both make valuable contributions Each one’s contributions are different

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Leaders and Managers Personality Dimension ManagerLeader Attitudes toward goals Impersonal, passive, functional; goals arise out of necessity, reality Personal, active, goals arise from desire, and imagination Conceptions of work Combines people, ideas, things; seeks moderate risk through balance Looks for fresh approaches to old problems; seeks high risk with high payoffs Relationships with others Prefers to work with others; avoids close and intense relationships, avoids conflicts Comfortable in solitary work; encourages close, intense relationships, not averse to conflict Sense of self Born once; accepts life as it is; unquestioning Born twice; struggles for sense of order; questions life SOURCE: Reprinted by permission of Harvard Business Review. From “Managers and Leaders: Are They Different?” by A. Zalenik (January 2004.) Copyright © 2004 by the Harvard Business School Publishing Corporation; all rights reserved.

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Early Trait Theories Distinguished leaders by –Physical attributes –Personality characteristics –Social skills and speech fluency –Intelligence and scholarship –Cooperativeness –Insight Early trait theory research resulted in controversial findings

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Leadership Behavioral Theory: Lewin Studies Democratic Style - Democratic Style - the leader takes collaborative, reciprocal, interactive actions with followers; followers have high degree of discretionary influence Laissez-Faire Style - Laissez-Faire Style - the leader fails to accept the responsibilities of the position; creates chaos in the work environment Autocratic Style - Autocratic Style - the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, & relationships; followers have little discretionary influence

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Leadership Behavioral Theory: 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

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Leadership Behavioral Theory: Michigan Studies Production-Oriented Leader Employee-Oriented Leader Constant leader influence Relationship-focused environment Direct or close supervision Less direct/close supervision Many written or unwritten rules and regulations Fewer written or unwritten rules and regulations Focus on getting work done Focus on employee concern and needs

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Leadership Grid Definitions Leadership Grid - 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 5,5 Organization Man Manager (5,5) - Organization Man Manager (5,5) - A middle-of-the- road leader 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 ©2009 South-Western, a division of Cengage Learning All rights reserved ConcernforPeople Concern for Production High Low 1,9 Leadership Grid Definitions Country Club Manager (1,9) – Country Club Manager (1,9) – a leader who creates a happy, comfortable work environment Authority Compliance Manager (9,1) - Authority Compliance Manager (9,1) - a leader who emphasizes efficient production9,1 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 ©2009 South-Western, a division of Cengage Learning All rights reserved ConcernforPeople Concern for Production High Low Leadership Grid Definitions Impoverished Manager (1,1) - Impoverished Manager (1,1) - A leader who exerts just enough effort to get by1,1 9,9 Team Manager (9,9) - Team Manager (9,9) - a leader who builds a highly productive team of committed people 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. 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 ©2009 South-Western, a division of Cengage Learning All rights reserved Fiedler’s Contingency Theory Fiedler’s Contingency Theory - Fiedler’s Contingency Theory - classifies the favorableness of the leader’s situation Three Favorableness Situations 1.Least preferred coworker (LPC) (LPC) - (LPC) - the person a leader has least preferred to work with over his or her career

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Fiedler’s Contingency Theory 2. Situational Favorableness –Task Structure - –Task Structure - degree of clarity, or ambiguity, in the group’s work activities –Position Power - –Position Power - authority associated with the leader’s formal position in the organization –Leader- Member Relations – –Leader- Member Relations – quality of interpersonal relationships among a leader and group members

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Path-Goal Theory of Leadership Follower goals Satisfaction Rewards Benefits Leader behavior styles Directive Supportive Participative Achievement-oriented Workplace characteristics Task structure Work group Authority system Follower Characteristics Ability level Authoritarianism Locus of control Follower path perceptions Effort-Performance- Reward linkages

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Vroom-Yetton-Jago Normative Decision Model DelegateDecide Consult Individually Consult Group Facilitate Use the decision method most appropriate for a given decision situation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Hersey-Blanchard Situational Leadership Model Leader Behavior Task Behavior (Directive Behavior) (Supportive Behavior) Relationship Behavior (low) (high) (low) (high) S3 Share ideas & facilitate In decision making S2 Explain decisions and provide opportunity for clarification S1 Provide specific instructions & closely supervise performance S4 Turn over responsibility for decisions & implementation Low-Rel Low Task High Task High-Rel High Task Low-Rel High-Rel Low Task Delegating Participating Selling Telling SOURCE: P. Hersey, 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), 182. Copyright © Center for Leadership Studies, Escondido, CA. Used with permission.

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Developments in Leadership Theory Leader - Member Exchange In-groupsOut-Groups Members similar to leader Managed by formal rules and policies Given greater responsibilities, rewards, attention Given less attention; fewer rewards Within leader’s inner circle of communication Outside the leader’s communication circle High job satisfaction and organizational commitment, low turnover More likely to retaliate against the organization Stress from added responsibilitiesStress from being left out of communication network

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Satisfying task Performance feedback Employee’s high skill level Team cohesiveness Organization’s formal controls Developments in Leadership Theory Substitutes for Leadership Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Developments in Leadership Theory Transformational Leadership As a transactional leader, I use formal rewards & punishments. As a transformational leader, I inspire and excite followers to high levels of performance. Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Charismatic Leadership Charismatic Leadership - Charismatic Leadership - a leader’s use of personal abilities & talents in order to have profound & extraordinary effects on followers Charisma - Charisma - means gift in Greek Charismatic leaders use referent power Potential for high achievement and performance Potential for destructive and harmful courses of action Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Authentic Leadership Authentic Leadership – Authentic Leadership – a style of leadership that includes transformational, charismatic, or transactional approaches as the situation demands Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Experience + Creativity + Management =

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Some men see things that are, and ask 'Why?' I see things that never were, and ask 'Why not?' Robert F. Kennedy

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Experience is essentially the accumulation of “Assets”: Skills Knowledge Credentials EXPERIENCE

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Experience leads to an understanding of cause and effect: Look at the big picture Work environments are not stable Events don’t often happen in isolation Chain of events

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Experience also means developing contacts: Knowledgeable others Diverse viewpoints Professional and personal Networking Inexperienced people tend to be captive to a small circle of acquaintances

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved What is Management? The major responsibility of management is to manage -- Harold Geneen, ITT

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Management functions: Scheduling activities Assigning responsibilities Training Resource allocation Anticipating problems Coordination with outside entities Monitoring results

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Creativity – what is it? Are you a creative person?

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Creativity: Novel associations that lead to new outcomes

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Requirements for creativity: A pool of inputs The ability to see novel connections amongst them The courage to pursue them

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Creative Leadership oholene

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved abde

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Creative Leadership ALL/ world

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Creative Leadership Barriers To Creativity Psychological Barriers Cultural Barriers Environmental Barriers Thinking Language Blocks Functional Fixedness Habitual Ways of Visualizing

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved V O L U M E I V O L U M E II V O L U M E III V O L U M E IV EACH BOOK’S PAGES ARE 2 INCHES THICK EACH COVER (FRONT OR BACK) IS 1/6 INCH THICK

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved How can we enhance our Creativity Relax Expand your horizons –Listen –Read –Observe Don’t sweat mistakes Seek agreement to be creative up front

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved How can we enhance our Creativity Criticize kindly Look beyond the answer Write down all the ideas Use “brainstorming” Value and seek out diversity Ask for feedback

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Creative Leadership Good News:Creativity barriers can be overcome. Bad News:It isn’t easy!!

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Emerging Issues in Leadership TrustEmotional Intelligence Women Leaders Servant Leadership Issues

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Emotional Intelligence Ability to recognize and manage emotion in oneself and others Affects how leaders make decisions Comprised of competencies –Self-awareness –Empathy –Adaptability –Self-confidence –Trust

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Trust Willingness to be vulnerable to the actions of another Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Gender Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Servant Leadership Leaders lead by serving others Employees Customers Community

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Dynamic Follower Responsible steward of his or her job Effective in managing the relationship with the boss Practices self- management Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Cultural Differences in Leadership Leadership viewed differently across cultures Essential for leaders to understand other cultures Leaders need to alter approaches when crossing national boundaries Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Guidelines for Leadership Unique attributes, predispositions, & talents of each leader should be appreciated Organizations should select leaders who challenge but not destroy the organizational culture Leader behaviors should demonstrate a concern for people; it enhances follower well-being

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Guidelines for Leadership Different leadership situations call for different leadership talents & behaviors Good leaders are likely to be good followers Photos courtesy of Clips Online ©2008 Microsoft Corporation