© 2011 Cengage Learning. All rights reserved. Chapter 12 Leadership and Followership Learning Outcomes 1.Discuss the differences between leadership and management and between leaders and managers. 2.Explain the role of trait theory in describing leaders. 3.Describe the role of foundational behavioral research in the development of leadership theories. 4.Describe and compare the four contingency theories of leadership. 5.Discuss the recent developments in leadership theory of leader–member exchange and inspirational leadership. 6.Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models. 7.Define followership and identify different types of followers. 8.Synthesize historical leadership research into key guidelines for leaders.

© 2011 Cengage Learning. All rights reserved. Learning Outcome Discuss the differences between leadership and management and between leaders and managers. 1

© 2011 Cengage Learning. All rights reserved. Leadership and Followership Leadership – the process of guiding and 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 Followership – the process of being guided and directed by a leader in the work environment

© 2011 Cengage Learning. All rights reserved. Management and Leadership Management –Planning and budgeting –Organizing and staffing –Controlling and problem solving Leadership –Setting a direction for the organization –Aligning people with that direction –Motivating people

© 2011 Cengage Learning. All rights reserved. Management and Leadership Agitate for change and new approaches MANGERS LEADERS Advocate stability and the status quo

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

Learning Outcome Explain the role of trait theory in describing leaders. 2

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

© 2011 Cengage Learning. All rights reserved. Learning Outcome Describe the role of foundational behavioral research in the development of leadership theories. 3

© 2011 Cengage Learning. All rights reserved. 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 Autocratic Style – the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships; followers have little discretionary influence LEWIN ON LEADERSHIP

© 2011 Cengage Learning. All rights reserved. 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

© 2011 Cengage Learning. All rights reserved. MICHIGAN STUDIES Production-Oriented Leader Focus – getting things done Uses direct, close supervision Many written or unwritten rules Employee-Oriented Leader Focus – relationships Less direct, close supervision Fewer written or unwritten rules Displays concern for people and their needs

© 2011 Cengage Learning. All rights reserved. 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

© 2011 Cengage Learning. All rights reserved. Leadership Grid Definitions Concern for People Concern for Production High Low 5,5 Organization Man (5,5) – a middle-of- the-road leader

© 2011 Cengage Learning. All rights reserved. Leadership Grid Definitions Concern for People Concern for Production High Low 9,1 Authority Compliance Manager (9,1) – a leader who emphasizes efficient production

© 2011 Cengage Learning. All rights reserved. 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

© 2011 Cengage Learning. All rights reserved. Leadership Grid Definitions Concern for People Concern for Production High Low 9,9 Team Manager (9,9) – a leader who builds a highly productive team of committed people

© 2011 Cengage Learning. All rights reserved. Leadership Grid Definitions Impoverished Manager (1,1) – a leader who exerts just enough effort to get by Concern for People Concern for Production High Low 1,1

© 2011 Cengage Learning. All rights reserved. Leadership Grid Definitions Paternalistic “father knows best” Manager (9+9) – a leader who promises reward and threatens punishment Concern for People Concern for Production High Low 1,9 9,1 9+9

© 2011 Cengage Learning. All rights reserved. Leadership Grid Definitions Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit 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.

© 2011 Cengage Learning. All rights reserved. Learning Outcome Describe and compare the four contingency theories of leadership. 4

© 2011 Cengage Learning. All rights reserved. Fiedler’s Contingency Theory 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 –High LPC – leaders who describe LPC in positive terms –Low LPC – leaders who describe LPC in negative terms

© 2011 Cengage Learning. All rights reserved. Situation Favorableness Three elements to leader’s situation: Task structure Position power Leader-member relations Favorable leadership situation – structured task for the work group, strong position power for leader, good leader-member relations Unfavorable leadership situation – unstructured task, weak position power for leader, poor leader-member relations.

Leadership Effectiveness in the Contingency Theory © 2011 Cengage Learning. All rights reserved.

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 Workplace characteristics Task structure Work group Authority system Follower Characteristics Ability level Authoritarianism Locus of control © 2011 Cengage Learning. All rights reserved.

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

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

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

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

Learning Outcome Discuss the recent developments in leadership theory of leader– member exchange and inspirational leadership. 5

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

© 2011 Cengage Learning. All rights reserved. Transformational Leadership Charismatic Leadership Authentic Leadership Inspirational Leadership Theories

© 2011 Cengage Learning. All rights reserved. Transformational Leadership Transformational leaders inspire and excite followers to high level of performance

© 2011 Cengage Learning. All rights reserved. Charismatic Leadership Charismatic leaders use the force of personal abilities and talents to have profound effects on followers.

© 2011 Cengage Learning. All rights reserved. Authentic Leadership Authentic leaders have a conscious and well- developed sense of values and act in ways that are consistent to their value systems. I cannot tell a lie.

© 2011 Cengage Learning. All rights reserved. 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.

© 2011 Cengage Learning. All rights reserved. Learning Outcome Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models. 6

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

© 2011 Cengage Learning. All rights reserved. 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. Beyond the Book: Diversity Pays

© 2011 Cengage Learning. All rights reserved. Learning Outcome Define followership and identify different types of followers. 7

© 2011 Cengage Learning. All rights reserved. Followership Traditionally, followers viewed as passive… More contemporary views cast follower as active role, with potential for leadership…

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

© 2011 Cengage Learning. All rights reserved. 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 Beyond the Book: I Will Follow

© 2011 Cengage Learning. All rights reserved. Learning Outcome Synthesize historical leadership research into key guidelines for leaders. 8

© 2011 Cengage Learning. All rights reserved. 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. 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? Beyond the Book: Leadership: At What Cost?

© 2011 Cengage Learning. All rights reserved. Doomsday 1. Assess the behavior of both Major Sinclair and Michael Canaris. Which leadership traits described earlier in this chapter appear in their behavior? 2. 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. 3. Does this film sequence show any aspects of transformational and charismatic leadership? Draw some examples from the sequence.