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. © 2011 Cengage Learning. All rights reserved.
LO1
Leaders and Managers
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3. [Early Trait Theories]
LO2
Distinguished leaders by
Physical attributes
Personality characteristics
Abilities (speech fluency, social skills, insight)
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4. © 2011 Cengage Learning. All rights reserved.
LEADERSHIP THEORIES
LO3
LEWIN
Autocratic Style –strong, directive, controlling actions to enforce rules
Democratic Style –collaborative, reciprocal, interactive actions with followers
Laissez-Faire Style – leader fails to accept responsibilities
OHIO STATE
Initiating Structure – leader behavior aimed at defining and organizing work relationships and roles
Consideration – leader behavior aimed at nurturing friendly, warm working relationships
MICHIGAN
Production-Oriented Leader – focus on getting things done; many written or unwritten rules
Employee-Oriented Leader – focus on relationships, fewer written or unwritten rules
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5. © 2011 Cengage Learning. All rights reserved.
LO3
Leadership Grid
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6. Fiedler’s Contingency Theory
LO4
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
Situational Favorableness – task structure, position power and leader-member relations
Leadership Effectiveness – low and high LPC leaders are effective in certain situations
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7. Path–Goal Theory of Leadership
LO4
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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8. Vroom-Yetton-Jago Normative Decision Model
LO4
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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9. © 2011 Cengage Learning. All rights reserved.
LO4
Time Driven Model
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10. Hersey-Blanchard Situational Leadership® Model
LO4
Hersey-Blanchard Situational Leadership® Model
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11. Leader-Member Exchange
LO5
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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12. Inspirational Leadership Theories
LO5
Inspirational Leadership Theories
Transformational Leadership - inspire and excite followers to high level of performance
Charismatic Leadership - use force of personal abilities and talents to have profound effects on followers.
Authentic Leadership - have a conscious and well-developed sense of values and act in ways that are consistent to their value systems.
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13. Emerging Issues in Leadership
LO6
Emotional Intelligence
Trust
Gender and Leadership
Servant Leadership
Abusive Supervision
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14. Five Types of Followers
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15. Guidelines for Leadership
LO8
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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