1. Chapter 12 Leadership and Followership
No executive has ever suffered because
his subordinates were strong and effective.
---Peter Drucker
My grandfather once told me that there
were two kinds of people: those who do the
work and those who take the credit.
He told me to try to be in the first group.
There is much less competition.
---Indira Gandhi
The quality of a leader is
reflected in the standards
they set for themselves.
---Ray Kroc
MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill

2. Leadership What is leadership? What comes to your mind when
you see this word?
MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill

3. Management and Leadership
According to Kotter:
Management
Reduces uncertainty
Stabilizes organizations
Leadership
Creates uncertainty
Creates change
MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill

4. MANA156 Behavior & Organization
Managers and Leaders
Plan & budget
Organize & staff
Control & solve problems
Advocate for stability and
status quo
Set a direction for the organization
Use communication to align people with that direction
Motivate people to action through empowerment and basic need gratification
Agitate for change & new approaches.
LEADERSHIP
MANAGEMENT
Both make valuable contributions. Each one’s contributions are different
MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill

5. 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
MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill 2

6. MANA156 Behavior & Organization
Trait Theories
MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill

7. LEADERSHIP BEHAVIORAL THEORY
Autocratic Style – the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships; followers have little discretionary influence
LEWIN STUDIES
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
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Dr. Bonnie S. O’Neill 14

8. Leadership Behavioral Theories (Ohio State/U of Michigan Studies)
Constant leader influence
Direct or close supervision
Many written or unwritten rules & regulations
Focus on getting work done
Initiating Structure/Production Oriented
Relationship-focused environment
Less direct/close supervision
Fewer written or unwritten rules & regulations
Focus on employee concern and needs
Consideration/Relationship Oriented
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MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill 7

9. Leadership Grid Concern for People Concern for production 1,9 9,9
High 9 8 7 6 5 4 3 2 1
2 New Styles:
Paternalistic Manager
(uses rewards & punishment)
Opportunistic Manager
(aims to maximize self-benefit)
1,9
Country club
management
9,9
Team
management
Concern
for
People
5,5
Organization man
management
Authority-
obedience
management
9,1
Impoverished
management
1,1
High
Low
Concern for production
MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill

10. Contingency Theories of Leadership
Concerned with identifying the situationally-specific conditions in which leaders with particular traits are effective
Central concern - how the leader’s traits interact with situational factors in determining team effectiveness in task performance
leader
situation
MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill

11. Fiedler’s Contingency Theory
Classifies the favorableness of the leader’s situation
Looks at Least Preferred Coworker (LPC) - the person a leader has least preferred to work with over his or her career
3 Contingencies:
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
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12. Findings of the Fiedler Model
Good
Task-Oriented
Performance
Relationship
-Oriented
Poor
Favorable
Moderate
Unfavorable
Category
Leader-Member
Relations
Task Structure
Position Power I
Good
High
Strong II
Weak
III
Low IV V
Poor VI
VII
VIII
MANA156 Behavior and Organization Dr. Bonnie S. O'Neill

13. 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
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14. Leadership Styles and Follower Readiness (Hersey and Blanchard)
Unwilling
Willing
Supportive Participative
Able
Monitoring
Leadership Styles
High Task and Relationship Orientations
Unable
Directive
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15. Hersey-Blanchard Situational Leadership® Model
Follower Readiness
High
Moderate
Low R4 R3 R2 R1
Able and willing or confident
Able but unwilling or insecure
Unable but willing or confident
Unable and unwilling or insecure
Follower Directed
Leader Directed
MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill

16. Personal compatibility, subordinate competence extroverted personality
Leader-Member Exchange Theory
Subordinate A C B
In-group D F E
Out-group
Personal compatibility,
subordinate competence
and/or
extroverted personality
Leader
Trust
High
interactions
Formal
relations
MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill

17. Developments in Leadership Theory
Substitutes for Leadership
Satisfying task
Performance feedback
Employee’s high skill level
Team cohesiveness
Organization’s formal controls
MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill

18. Developments in Leadership Theory Transformational Leadership
As a transactional leader, I use formal rewards
and punishments.
As a transformational
leader, I inspire and
excite followers to high
levels of performance.
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Dr. Bonnie S. O’Neill 8

19. Charismatic Leadership
Charismatic Leadership – the use, by a leader, 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 & performance
Potential for destructive & harmful courses of action…WHY????
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Dr. Bonnie S. O’Neill 12

20. Emerging Issues in Leadership
Emotional Intelligence
Trust
Servant Leadership
Women Leaders
Do Men & Women Lead Differently?
MANA156 Behavior & Organization
Dr. Bonnie S. O’Neill

21. Five Types of Followers
Independent, critical thinking
Alienated
followers
Effective
followers
Survivors
Passive
Active
Yes
people
Sheep
Dependent, uncritical thinking
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