Chapter 12 Leadership and Followership Discuss the differences between leadership and management and between leaders and managers. Explain the role of trait theory in describing leaders. Describe the role of foundational behavioral research in the development of leadership theories. Describe and compare the four contingency theories of leadership. Discuss the recent developments in leadership theory of leader–member exchange and inspirational leadership. Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models. Define followership and identify different types of followers. Synthesize historical leadership research into key guidelines for leaders. Learning Outcomes © 2011 Cengage Learning. All rights reserved.

© 2011 Cengage Learning. All rights reserved. LO1 Leaders and Managers © 2011 Cengage Learning. All rights reserved.

[Early Trait Theories] LO2 Distinguished leaders by Physical attributes Personality characteristics Abilities (speech fluency, social skills, insight) © 2011 Cengage Learning. All rights reserved.

© 2011 Cengage Learning. All rights reserved. LEADERSHIP THEORIES LO3 LEWIN Autocratic Style –strong, directive, controlling actions to enforce rules Democratic Style –collaborative, reciprocal, interactive actions with followers Laissez-Faire Style – leader fails to accept responsibilities OHIO STATE Initiating Structure – leader behavior aimed at defining and organizing work relationships and roles Consideration – leader behavior aimed at nurturing friendly, warm working relationships MICHIGAN Production-Oriented Leader – focus on getting things done; many written or unwritten rules Employee-Oriented Leader – focus on relationships, fewer written or unwritten rules © 2011 Cengage Learning. All rights reserved. 14

© 2011 Cengage Learning. All rights reserved. LO3 Leadership Grid © 2011 Cengage Learning. All rights reserved.

Fiedler’s Contingency Theory LO4 Fit between leader’s need structure and favorableness of leader’s situation determine the team’s effectiveness. Least Preferred Coworker (LPC) – the person a leader has least prefers to work with Situational Favorableness – task structure, position power and leader-member relations Leadership Effectiveness – low and high LPC leaders are effective in certain situations © 2011 Cengage Learning. All rights reserved. 19

Path–Goal Theory of Leadership LO4 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 © 2011 Cengage Learning. All rights reserved. 21

Vroom-Yetton-Jago Normative Decision Model LO4 Vroom-Yetton-Jago Normative Decision Model Manager should use the decision method most appropriate for a given situation Consult individually Consult group Decide Facilitate Delegate © 2011 Cengage Learning. All rights reserved. 18

© 2011 Cengage Learning. All rights reserved. LO4 Time Driven Model © 2011 Cengage Learning. All rights reserved. 22

Hersey-Blanchard Situational Leadership® Model LO4 Hersey-Blanchard Situational Leadership® Model © 2011 Cengage Learning. All rights reserved. 22

Leader-Member Exchange LO5 Leaders form two groups of followers: 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 © 2011 Cengage Learning. All rights reserved.

Inspirational Leadership Theories LO5 Inspirational Leadership Theories Transformational Leadership - inspire and excite followers to high level of performance Charismatic Leadership - use force of personal abilities and talents to have profound effects on followers. Authentic Leadership - have a conscious and well-developed sense of values and act in ways that are consistent to their value systems. © 2011 Cengage Learning. All rights reserved.

Emerging Issues in Leadership LO6 Emotional Intelligence Trust Gender and Leadership Servant Leadership Abusive Supervision © 2011 Cengage Learning. All rights reserved.

Five Types of Followers © 2011 Cengage Learning. All rights reserved. 24

Guidelines for Leadership LO8 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. © 2011 Cengage Learning. All rights reserved. 23