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 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
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3. 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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4. Management and Leadership
Agitate for change and new approaches
Advocate stability and the status quo
LEADERS
MANGERS
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Leaders and Managers
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6. [Early Trait Theories]
Distinguished leaders by
Physical attributes
Personality characteristics
Abilities (speech fluency, social skills, insight)
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LEWIN ON LEADERSHIP
Autocratic Style – the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and 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
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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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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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10. 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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11. 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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12. 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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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
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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
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15. 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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16. 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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17. 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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18. 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
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19. 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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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
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21. 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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22. Hersey-Blanchard Situational Leadership® Model
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23. Hersey-Blanchard Situational Leadership® Model
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24. 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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25. Inspirational Leadership Theories
Transformational Leadership
Charismatic Leadership
Authentic Leadership
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26. Transformational Leadership
Transformational leaders inspire and excite followers to high level of performance
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27. Charismatic Leadership
Charismatic leaders use the force of personal abilities and talents to have profound effects on followers.
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Authentic Leadership
I cannot tell a lie.
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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29. Emerging Issues in Leadership
Emotional Intelligence
Trust
Gender and Leadership
Servant Leadership
Abusive Supervision
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Followership
Traditionally, followers viewed as passive…
More contemporary views cast follower as active role, with potential for leadership…
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31. Five Types of Followers
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32. 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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33. 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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