4e Nelson/Quick ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 12 Leadership and Followership

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcomes  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 2

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcomes  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 3

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership  Guiding and directing the behavior of people in the work environment  Formal leadership: Officially sanctioned leadership based on the authority of a formal position  Informal leadership: Unofficial leadership accorded to a person by other members of the organization 4

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Discuss the differences between leadership and management and between leaders and managers Learning Outcome 5

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership versus Management Management process Planning and budgeting Organizing and staffing Controlling and problem solving Leadership process Setting a direction for the organization Aligning people with that direction Motivating people to action 6

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Table Leaders and Managers SOURCE: Reprinted by permission of Harvard Business Review. From “Managers and Leaders: Are They Different?” by A. Zaleznik (January 2004). 7

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Explain the role of trait theory in describing leaders Learning Outcome 8

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Early Trait Theories  Distinguished leaders by:  Physical attributes  Personality characteristics  Abilities 9

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Describe the role of foundational behavioral research in the development of leadership theories Learning Outcome 10

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Lewin, Lippitt, and White Studies  Autocratic style: Leader uses strong, directive actions to control the rules, activities, and relationships in the work environment  Democratic style: Leader uses interaction and collaboration with followers to direct the work and work environment  Laissez-faire style: Leader has a hands-off approach 11

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ohio State Studies  Initiating structure: Defining and organizing work relationships and roles  Establishing clear patterns of organization, communication, and ways of getting things done  Consideration: Nurturing friendly, warm working relationships  Encouraging mutual trust and interpersonal respect within the work unit 12

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Michigan Studies Focuses on getting things done Direct, close supervision Many rules to control behavior Production-oriented style Focuses on relationships Less direct or less close supervision Fewer rules to control behavior Concern for people and their needs Employee-oriented style 13

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure The Leadership Grid 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. 14

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure The Leadership Grid 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. 15

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Describe and compare the four contingency theories of leadership Learning Outcome 16

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Fiedler’s Contingency Theory  Leadership style must be appropriate for a particular situation  Least preferred coworker (LPC): Person a leader has least preferred to work with  LPC scale - Classifies leaders  Relationship-oriented leaders or high LPC - Describe their LPC in positive terms  Task-oriented leaders or low LPC - Describe their LPC in negative terms 17

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Fiedler’s Contingency Theory  Dimensions of situational favorableness  Task structure: Degree of clarity, or ambiguity, in the work activities assigned to the group  Position power: Refers to the authority associated with the leader’s formal position in the organization  Leader-member relations: Quality of interpersonal relationships among a leader and the group members 18

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Fiedler’s Contingency Theory  Group-Atmosphere Scale - Composed of nine eight- point bipolar adjective sets 19 Favorable leadership situation Structured task for the work group Strong position power for the leader Good leader-member relations Unfavorable leadership situation Unstructured task Weak position power for the leader Moderately poor leader- member relations

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure Leadership Effectiveness in the Contingency Theory SOURCE: F. E. Fiedler, A Theory of Leader Effectiveness (New York: McGraw-Hill, 1964). Reprinted with permission of the author. 20

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure The Path-Goal Theory of Leadership ©Cengage Learning

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Vroom-Yetton-Jago Normative Decision Model Consult individually Consult group Decide Facilitate Delegate Forms of Decision Making 22

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure The Situational Leadership SOURCE: From Phillips/Gully Organizational Behavior, 1e. © 2012 South-Western, a part of Cengage Learning, Inc. Reproduced by permission

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Discuss the recent developments in leadership theory of leader-member exchange and inspirational leadership Learning Outcome 24

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leader-Member Exchange Theory In-group members Similar to the leader Greater responsibilities, more rewards, and more attention More satisfied, lower turnover Likely to engage in organizational citizenship behavior Stress comes from the additional responsibilities Out-group members Receive less attention and fewer rewards Managed by formal rules and policies Likely to retaliate against the organization Stress comes from being left out of the communication network 25

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Inspirational Leadership Theories  Transformational leadership - Inspires followers to high levels of performance  Sub-dimensions - Charisma, individualized consideration, inspirational motivation, and intellectual stimulation  Charismatic leadership: Uses the force of personal abilities and talents to have profound effects on followers  Has potential to elicit high levels of performance from followers 26

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Inspirational Leadership Theories  Authentic leaders  Have a conscious sense of values  Act consistently to their value systems  Motivate followers to higher levels of performance  Build a workforce characterized by high levels of hope, optimism, resiliency, and self-efficacy 27

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 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. 28

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models Learning Outcome 29

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Emerging Issues in Leadership Emotional intelligence Ability to recognize and manage emotion in oneself and in others Trust Effective leaders understand whom to trust and how to trust Gender and leadership Glass cliff - Trend in organizations wherein more women are placed in difficult leadership situations Servant leadership Refers to belief that leaders should serve employees, customers, and the community Abusive supervision Negative leadership behavior that diminishes employee well-being along with increased deviance behavior 30

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Beyond the Book: Diversity Pays  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. 31

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Define followership and identify different types of followers Learning Outcome 32

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Followership  Process of being guided and directed by a leader in the work environment  Emphasizes the follower’s individual responsibility and self-control 33

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure Five Types of Followers 34

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Beyond the Book: I Will Follow  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 35

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Synthesize historical leadership research into key guidelines for leaders Learning Outcome 36

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Guidelines for Leadership  Unique attributes, predispositions, and talents of each leader should be appreciated  Leaders who challenge the organizational style without destroying it should be chosen  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 37

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Beyond the Book: Leadership: At What Cost?  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? 38

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Doomsday  Assess the behavior of both Major Sinclair and Michael Canaris. Which leadership traits described earlier in this chapter appear in their behavior?  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.  Does this film sequence show any aspects of transformational and charismatic leadership? Draw some examples from the sequence. 39

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Camp Bow Wow  Where does Heidi Ganahl’s leadership fall on the Leadership Grid discussed in the chapter? Explain.  In what way is Heidi Ganahl’s leadership transformational, charismatic and visionary? Give examples.  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? 40