1. 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
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2. Leadership
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
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3. 1
Learning Outcome
Discuss the differences between leadership and management and between leaders and managers.
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4. Management and Leadership
Planning and budgeting
Organizing and staffing
Controlling and problem solving
Leadership
Setting a direction for the organization
Aligning people with that direction
Motivating people
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5. Management and Leadership
Advocate stability and the status quo
Agitate for change and new approaches
LEADERS
MANGERS
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6. Leaders and Managers
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7. 2
Learning Outcome
Explain the role of trait theory in describing leaders.
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8. [Early Trait Theories]
Distinguished leaders by
Physical attributes
Personality characteristics
Abilities (speech fluency, social skills, insight)
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9. 3
Learning Outcome
Describe the role of foundational behavioral research in the development of leadership theories.
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10. LEWIN ON LEADERSHIP
Autocratic Style – the leader uses strong, directive actions to control the rules, regulations, activities, and relationships in the work environment
Democratic Style – the leader uses interaction and collaboration with followers to direct the work and work environment
Laissez-Faire Style – the leader has a hands-off approach
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11. 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
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12. 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
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13. Leadership Grid Definitions
Leadership Grid – an approach to understanding a leader’s or manager’s concern for results (production) and concern for people
High
Concern for
People
Low
Low
High
Concern for Production
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14. Leadership Grid Definitions
Organization Man (5,5) – a middle-of-the-road leader
Concern for
People
Concern for Production
High
Low
5,5
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15. Leadership Grid Definitions
Authority Compliance Manager (9,1) – a leader who emphasizes efficient production
Concern for
People
Concern for Production
High
Low
9,1
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16. Leadership Grid Definitions
Country Club Manager (1,9) – a leader who has great concern for people and little concern for production, attempts to avoid conflict, and seeks to be well liked
Concern for
People
Concern for Production
High
Low
1,9
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17. 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
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18. 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
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19. 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
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20. Leadership Grid Definitions
Opportunistic Management
Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit
High
1,9
9,9
1,9
9,1
9+9
Concern for
People
5.5
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.
Low
1,1
9,1
Low
High
Concern for Production
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21. 4
Learning Outcome
Describe and compare the four contingency theories of leadership.
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22. 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 single person a leader has least preferred to work with
High LPC – leaders who describe LPC in positive terms
Low LPC – leaders who describe LPC in negative terms
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23. 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.
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24. Leadership Effectiveness in the Contingency Theory
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25. 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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26. 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
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27. Time Driven Model
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28. The Situational Leadership® Model
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29. 5
Learning Outcome
Discuss the recent developments in leadership theory of leader–member exchange and inspirational leadership.
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30. Leader-Member Exchange
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
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31. Inspirational Leadership Theories
Transformational Leadership
Charismatic Leadership
Authentic Leadership
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32. Transformational Leadership
Transformational leaders inspire and excite followers to high level of performance
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33. Charismatic Leadership
Charismatic leaders use the force of personal abilities and talents to have profound effects on followers.
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34. I cannot tell a lie. Authentic Leadership
Authentic leaders have a conscious and well-developed sense of values and act in ways that are consistent to their value systems.
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35. 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.
SOURCE: J. M. Howell and B. J. Avolio, “The Ethics of Charismatic Leadership: Submission or Liberation?” Academy of Management Executive 6, no. 2 (1992): 43–54.
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36. 6
Learning Outcome
Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models.
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37. Emerging Issues in Leadership
Emotional Intelligence
Trust
Gender and Leadership
Servant Leadership
Abusive Supervision
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38. 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.
SOURCE:
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39. 7
Learning Outcome
Define followership and identify different types of followers.
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40. Followership Traditionally, followers viewed as passive…
More contemporary views cast follower as active role, with potential for leadership…
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41. Five Types of Followers
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42. Beyond the Book: I Will Follow
Eight tips for being a good protégé:
Talk first – and often
Read between the lines
Go the extra mile
Do your homework
Share information
Make it mutual
Be personable
Have a positive attitude
An effective mentoring relationship depends not only on the mentor, but on what the protégé brings to the table. Here are eight tips for how a protégé can maximize the benefits out of a mentoring relationship.
Talk first – and often: Savvy protégés are not shy about initiating and maintaining contact. They constantly seek advice and feedback.
Read between the lines: Savvy protégés can recognize subtle and non-verbal clues that colleagues give.
Go the extra mile: Savvy protégés put in a lot of work at the beginning of a relationship to make sure that it gets off to a good start.
Do your homework: Savvy protégés prepare for meetings and do thorough research on topics that might be discussed with mentors.
Share information: Savvy protégés approach the relationship with openness, sharing and trust.
Make it mutual: Savvy protégés approach their relationship with the mindset that they have something to contribute.
Be personable: Savvy protégés are easy to get along with, empathetic, good listeners and have other social skills that which help them relate to others.
Have a positive attitude: Savvy protégés have a positive, strong, charismatic personality.
SOURCE: Dawn E. Chandler, Douglas T. Hall and Kathy E. Kram “How to be a smart protégé” Wall Street Journal, August 17,2009, R5
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43. 8
Learning Outcome
Synthesize historical leadership research into key guidelines for leaders.
© 2013 Cengage Learning

44. 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.
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45. Beyond the Book: Leadership: At What Cost?
Hamid Karzai was inaugurated to his second term as president of Afghanistan on November 19, 2009.
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?
Following the US invasion and the end of Taliban control, Hamid Karzai was elected president of Afghanistan in December Though he oversaw a degree of economic recovery Karzai’s first term was marred by escalating violence, rising poverty, and unfulfilled promises of reform. In August 2009, Karzai ran for re-election, facing 40 other candidates. These elections were plagues by a lack of security, which produced an underwhelming turnout. But more troubling were the allegations of severe election fraud – of voting cards being sold, polling stations being shut down, ballot stuffing, and violent coercion against voters. The Electoral Complaints Commission received more than 2800 complaints of election fraud, 726 of which it considered to be serious enough to have affected the outcome. Though Karzai first claimed victory, he bowed to domestic and international pressure and agreed to a runoff with his main rival, Abdullah Abdullah, scheduled for November 7, On November 1, however, Abdullah withdrew from the runoff, echoing multiple experts’ concerns that a transparent election would not be possible. Thus, Karzai was declared winner by default, and inaugurated into his second term on November 19.
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46. 1. Assess the behavior of both Major Sinclair and Michael Canaris
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.
Doomsday
Run time: 3:25 minutes
When the Reaper Virus strikes Glasgow, Scotland, on April 3, 2008,
authorities seal off the borders, preventing anyone from entering or
leaving the country. Eventually, no one is left alive in the quarantined
area. The Reaper Virus reemerges in 2032, in London, England, but
classified satellite images show life in Scotland. Prime Minister John
Hatcher (Alexander Siddig) and his assistant Michael Canaris (David
O’Hara) assign the task of finding the cure to Security Chief Bill Nelson
(Bob Hoskins). In this sequence, Canaris meets with Major Eden
Sinclair (Rhona Mitra) to explain their mission.
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47. 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?
Camp Bow Wow
As the owner of a wildly popular pet franchise, Heidi Ganahl is top dog to an increasing number of employees. “At Camp Bow Wow, leading a franchise company means leading 2,000 employees that work at camps, at Home Buddies, and at Bow Wow Behavior Buddies franchises,” Ganahl said of her expanding pet care empire. One challenge Ganahl faces in leading so many talented people is getting everyone to follow a single business model. Since franchise companies attract hundreds of independent business owners into the system, Ganahl also has to work with many strong leaders.
Ask your students:
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?
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