Leadership and Followership Leadership and Followership Chapter 12 Organizational Behavior Nelson & Quick, 6th edition

Leadership Leadership - the process of guiding & 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 2

Followership Followership - the process of being guided and directed by a leader in the work environment Photos courtesy of Clips Online ©2008 Microsoft Corporation 2

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

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

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 Dynamic Tension Both make valuable contributions Each one’s contributions are different 3

Personality Dimension Attitudes toward goals Relationships with others Leaders and Managers Personality Dimension Manager Leader 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.

Early Trait Theories Distinguished leaders by Physical attributes 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

Leadership Behavioral Theory: Lewin Studies Leadership Behavioral Theory: Lewin Studies Autocratic Style - the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, & relationships; followers have little discretionary influence 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 14

Leadership Behavioral Theory: Ohio State Studies Leadership Behavioral Theory: Ohio State Studies 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 - Leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit 7

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

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 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.

Leadership Grid Definitions Country Club Manager (1,9) – a leader who creates a happy, comfortable work environment Concern for People Concern for Production High Low 1,9 Authority Compliance Manager (9,1) - a leader who emphasizes efficient production 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.

Leadership Grid Definitions Team Manager (9,9) - a leader who builds a highly productive team of committed people Concern for People Concern for Production High Low 9,9 Impoverished Manager (1,1) - A leader who exerts just enough effort to get by 1,1 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. 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.

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

Leadership Grid Definitions Leadership Grid Definitions Opportunistic Management Opportunistic “what’s in it for me” Manager (Opp) - a leader whose style aims to maximize self-benefit Concern for People Concern for Production High Low 1,9 9,9 1,9 9,1 9+9 5,5 1,1 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.

Fiedler’s Contingency Theory Fiedler’s Contingency Theory - classifies the favorableness of the leader’s situation Three Favorableness Situations Least preferred coworker (LPC) (LPC) - the person a leader has least preferred to work with over his or her career 19

Fiedler’s Contingency Theory 2. Situational Favorableness Task Structure - degree of clarity, or ambiguity, in the group’s work activities Position Power - authority associated with the leader’s formal position in the organization Leader- Member Relations – quality of interpersonal relationships among a leader and group members 19

Unfavorable for leader 3. Leadership Effectiveness High LPC relationship oriented 1.00 .80 .60 .40 .20 -.20 -.40 -.60 -.80 I II III IV V VI VII VIII Correlations between leader LPC & group performance Low LPC task oriented Favorable for leader Unfavorable for leader SOURCE: F. E . Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1964.) Reprinted with permission of the author. 20

Path-Goal Theory of Leadership Leader behavior styles Directive Supportive Participative Achievement-oriented Follower path perceptions Effort-Performance- Reward linkages Follower goals Satisfaction Rewards Benefits Follower Characteristics Ability level Authoritarianism Locus of control Workplace characteristics Task structure Work group Authority system 21

Vroom-Yetton-Jago Normative Decision Model Delegate Decide Use the decision method most appropriate for a given decision situation Facilitate Consult Individually Consult Group

Hersey-Blanchard Situational Leadership Model Leader Behavior (high) S3 Share ideas & facilitate In decision making S2 Explain decisions and provide opportunity for clarification Selling Participating (Supportive Behavior) Relationship Behavior High-Rel Low Task High Task High-Rel Low-Rel Low Task S4 Turn over responsibility for decisions & implementation S1 Provide specific instructions & closely supervise performance High Task Low-Rel Delegating Telling (low) Task Behavior (Directive Behavior) (high) (low) 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 © 2001. Center for Leadership Studies, Escondido, CA. Used with permission. 22

Hersey-Blanchard Situational Leadership Model Hersey-Blanchard Situational Leadership Model Follower Readiness High Moderate Low R4 R3 R2 R1 Able & willing or confident Able but unwilling or insecure Unable but willing or confident Unable and unwilling or insecure Follower Directed Leader Directed 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 © 2001. Center for Leadership Studies, Escondido, CA. Used with permission.

Developments in Leadership Theory Leader - Member Exchange In-groups Out-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 responsibilities Stress from being left out of communication network

Developments in Leadership Theory Developments in Leadership Theory Substitutes for Leadership Satisfying task Performance feedback Employee’s high skill level Team cohesiveness Organization’s formal controls Photos courtesy of Clips Online ©2008 Microsoft Corporation

Transformational Leadership 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 8

Charismatic Leadership Charismatic Leadership - a leader’s use of personal abilities & talents in order to have profound & extraordinary effects on followers 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 12

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

Emerging Issues in Leadership Emotional Intelligence Trust Leadership Issues Servant Leadership Women Leaders

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

Trust Willingness to be vulnerable to the actions of another Willingness to be vulnerable to the actions of another Photos courtesy of Clips Online ©2008 Microsoft Corporation

Do men and women lead differently? Gender Do men and women lead differently? Photos courtesy of Clips Online ©2008 Microsoft Corporation

Leaders lead by serving others Servant Leadership Leaders lead by serving others Employees Customers Community

Five Types of Followers Independent, critical thinking Alienated followers Effective followers Survivors Passive Active Yes people Sheep Dependent, uncritical thinking SOURCE: Reprinted by permission of Harvard Business Review. From “In Praise of Followers,” by R. E. Kelley, Vol. 66, 1988, p. 145. Copyright © 1988 by Harvard Business School Publishing Corporation. 24

Dynamic Follower Responsible steward of his or her job 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 25

Cultural Differences in Leadership Essential for leaders to understand other cultures Leadership viewed differently across cultures Leaders need to alter approaches when crossing national boundaries Photos courtesy of Clips Online ©2008 Microsoft Corporation

Guidelines for Leadership 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 23

Guidelines for Leadership 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 23

Chapter 12: Reflect & Discuss U-571 Video Clip What to Watch for and Ask Yourself What aspects of leadership does Dahlgren describe as important for a submarine commander? Which leadership behaviors or traits does Klough emphasize? Are these traits or behaviors right for this situation? Why or why not? U-571 This action-packed World War II thriller shows a U.S. submarine crew’s efforts to retrieve an Enigma encryption device from a disabled German submarine. After the crew gets the device, a German vessel torpedoes and sinks their submarine. The survivors must now use the disabled German submarine to escape from the enemy with their prize. The film’s almost nonstop action and extraordinary special effects look and sound best with a home theater system. The U-571 scene is an edited composite of the “To Be a Captain” sequence early in the film and the “A Real Sea Captain” sequence in about the middle of the film. A “chalkboard” (title screen) that reads, “Mr. Tyler, permission to speak freely?” separates the two parts. You can pause and separately study each part of the scene. The first part occurs before the crew boards the disabled German U-boat. The second part occurs after the crew of survivors board the U-boat and try to return to England. Andrew Tyler (Matthew McConaughey), formerly the executive officer, is now the submarine’s commander following the drowning death of Mike Dahlgren (Bill Paxton), the original commander. Just before this part of the scene, Tyler overheard some crewmen questioning his decision about taking a dangerous route to England. They also question why Chief Petty Officer Henry Klough (Harvey Keitel) is not the commander. The film continues with a German reconnaissance airplane circling their submarine and a crewman challenging Tyler’s authority. What to Watch for and Ask Yourself What aspects of leadership does Dahlgren describe as important for a submarine commander? Which leadership behaviors or traits does Klough emphasize? Are these traits or behaviors right for this situation? Why or why not?