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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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.

8. 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

9. 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

10. 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

11. 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

12. 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.

13. 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.

14. 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.

15. 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.

16. 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.

17. 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

18. 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

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

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

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

22. 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 © Center for Leadership Studies, Escondido, CA. Used with permission. 22

23. 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 © Center for Leadership Studies, Escondido, CA. Used with permission.

24. 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

25. 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

26. 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

27. 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

28. 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

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

30. 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

31. 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

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

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

34. 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 Copyright © 1988 by Harvard Business School Publishing Corporation. 24

35. 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
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36. 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

37. 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

38. 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

39. 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?