ch12 nq6

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of Cengage Learning All rights reserved

Leadership Leadership and and

FollowershipFollowership

Chapter 12 Organizational

Behavior Nelson & Quick, 6th edition



LeadershipLeadership

Leadership -Leadership - the process of guiding & directing the behavior of people in the work environment

Formal leadership -Formal leadership - the officially sanctioned leadership based on the authority of a formal position

Informal leadership -Informal leadership - the unofficial leadership accorded to a person by other members of the organization



FollowershipFollowershipFollowership -Followership - the process of being

guided and directed by a leader in the work environment

Photos courtesy of Clips Online ©2008 Microsoft Corporation



Kotter: Management and LeadershipKotter: Management and Leadership

Management – Controls complexity– Reduces uncertainty– Stabilizes organizations

Leadership– Creates uncertainty– Creates useful change




Kotter: Management and LeadershipKotter: 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



Leadership vs. ManagementLeadership vs. ManagementLeaders and managers

– Have distinct personalities– Make different contributions

Leaders advocate for change and

new approaches

Managers advocate for stability

and status quo

Both make valuable contributionsEach one’s contributions are different



Leaders and ManagersLeaders and ManagersPersonality 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.



Early Trait TheoriesEarly Trait Theories• 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



Leadership Behavioral Theory: Leadership Behavioral Theory: Lewin StudiesLewin Studies

Democratic Style -Democratic Style - the leader takes collaborative, reciprocal, interactive actions with followers; followers have high degree of discretionary influence

Laissez-Faire Style -Laissez-Faire Style - the leader fails to accept the responsibilities of the position; creates chaos in the work environment

Autocratic Style -Autocratic Style - the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, & relationships; followers have little discretionary influence



Leadership Behavioral Theory: Leadership Behavioral Theory: Ohio State StudiesOhio State Studies

Initiating Structure -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 -Consideration - Leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit



Leadership Behavioral Theory: Leadership Behavioral Theory: Michigan StudiesMichigan Studies

Production-Oriented Production-Oriented LeaderLeader

Employee-Oriented Employee-Oriented LeaderLeader

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



Leadership Grid DefinitionsLeadership Grid Definitions

Leadership Grid -Leadership Grid - an approach to understanding a leader’s or manager’s concern for results (production) and concern for people

Concern Concern for for

PeoplePeople

Concern for ProductionConcern for Production

High

HighLow

Low

5,55,5

Organization Man Organization Man Manager (5,5) -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.




PeoplePeople


High

HighLow

Low

1,91,9


Country Club Country Club Manager (1,9) –Manager (1,9) – a leader who creates a happy, comfortable work environment

Authority Compliance Authority Compliance Manager (9,1) -Manager (9,1) - a leader who emphasizes efficient production

9,19,1





PeoplePeople


High

HighLow

Low


Impoverished Impoverished Manager (1,1) -Manager (1,1) - A leader who exerts just enough effort to get by

1,11,1

9,99,9

Team Manager (9,9) -Team Manager (9,9) - a leader who builds a highly productive team of committed people






Paternalistic Paternalistic “father knows “father knows best” Manager best” Manager (9+9) -(9+9) - a leader who promises reward and threatens punishment



PeoplePeople


High

HighLow

Low

1,91,9

9,19,1

9+99+9




PeoplePeople


High

HighLow

Low

Leadership Grid Leadership Grid DefinitionsDefinitions

Opportunistic “what’s in Opportunistic “what’s in it for me” Manager (Opp) it for me” Manager (Opp) -- a leader whose style aims to maximize self-benefit

Opportunistic Management

1,91,9

9,19,1

9,99,9

1,11,1

5,55,5

1,91,9

9,19,199++99




Fiedler’s Contingency TheoryFiedler’s Contingency Theory

Fiedler’s Contingency Theory -Fiedler’s Contingency Theory - classifies the favorableness of the leader’s situation

Three Favorableness Situations1. Least preferred coworker (LPC)

(LPC) -(LPC) - the person a leader has least preferred to work with over his or her career



Fiedler’s Contingency TheoryFiedler’s Contingency Theory2. Situational Favorableness

– Task Structure -Task Structure - degree of clarity, or ambiguity, in the group’s work activities

– Position Power -Position Power - authority associated with the leader’s formal position in the organization

– Leader- Member Relations –Leader- Member Relations – quality of interpersonal relationships among a leader and group members



High LPCrelationship oriented

Correlationsbetween leader

LPC & groupperformance

Low LPCtask oriented

1.00.80.60.40.200

-.20-.40-.60-.80

I II III IV V VI VII VIII Unfavorable for leader

Favorable for leader

I II III IV V VI VII VIII Leader-member

relations G G G G Mod Poor

Mod Poor

Mod Poor

Mod Poor

Task structure S S U U S S U U Leader position

power Strong Weak Strong Weak Strong Weak Strong Weak

SOURCE: F. E . Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1964.) Reprinted with permission of the author.

3. Leadership Effectiveness



Path-Goal Theory of LeadershipPath-Goal Theory of Leadership

Follower goals Satisfaction Rewards Benefits

Leader behavior styles• Directive• Supportive• Participative• Achievement-oriented

Workplacecharacteristics• Task structure• Work group• Authority system

FollowerCharacteristics• Ability level• Authoritarianism• Locus of control

Follower pathperceptionsEffort-Performance-Reward linkages



Vroom-Yetton-Jago Normative Vroom-Yetton-Jago Normative Decision ModelDecision Model

Delegate Decide

ConsultIndividually

Consult Group

Facilitate

Use the decision method most

appropriate for a given decision

situation



Hersey-Blanchard Situational Hersey-Blanchard Situational Leadership ModelLeadership Model

Leader Behavior

Task Behavior(Directive Behavior)

(Supportive Behavior)

Relationship Behavior

(low) (high)(low)

(high) S3Share ideas& facilitateIn decisionmaking

S2Explain decisions and provideopportunityforclarification

S1Provide specific instructions & closely supervise performance

S4Turn over

responsibilityfor decisions

& implementation

Low-RelLow Task

High TaskHigh-Rel

High TaskLow-Rel

High-RelLow Task

Delega

ting

Delega

ting

Partic

ipatin

g

Partic

ipatin

g Selling

SellingTelling

Telling

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 © 2001. Center for Leadership Studies, Escondido, CA. Used with permission.



High Moderate LowR4 R3 R2 R1

Able & willing or confident

Able but unwilling or

insecure

Unable but willing or confident

Unable and unwilling or

insecure

LeaderDirected

FollowerDirected

Follower Readiness

Hersey-Blanchard SituationalHersey-Blanchard SituationalLeadership ModelLeadership Model

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 © 2001. Center for Leadership Studies, Escondido, CA. Used with permission.



Developments in Leadership TheoryDevelopments in Leadership TheoryLeader - Member Exchange

In-groups Out-GroupsMembers 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



• Satisfying task• Performance feedback• Employee’s high skill level• Team cohesiveness• Organization’s formal

controls

Developments in Leadership TheoryDevelopments in Leadership TheorySubstitutes for Leadership




Developments in Leadership TheoryDevelopments in Leadership TheoryTransformational Leadership

As a transactional leader, I use formal rewards & punishments.

As a transformational leader, I inspire and excite followers to high levels of performance.




Charismatic LeadershipCharismatic LeadershipCharismatic Leadership -Charismatic Leadership - a leader’s use

of personal abilities & talents in order to have profound & extraordinary effects on followers

Charisma -Charisma - means gift in Greek• Charismatic leaders use referent power• Potential for high achievement and

performance• Potential for destructive and harmful courses

of action




Authentic LeadershipAuthentic Leadership

Authentic Leadership –Authentic Leadership – a style of leadership that includes transformational, charismatic, or transactional approaches as the situation demands




Emerging Issues in LeadershipEmerging Issues in Leadership

TrustEmotionalIntelligence

Women Leaders

Servant Leadership

LeadershipIssues



Emotional IntelligenceEmotional 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



TrustTrust

Willingness to be vulnerable to the actions of another




GenderGender




Servant LeadershipServant Leadership

Leaders lead by serving others

Employees Customers

Community



Five Types of FollowersFive Types of Followers

Dependent, uncritical thinking

Independent, critical thinking

Passive Active

SOURCE: Reprinted by permission of Harvard Business Review. From “In Praise of Followers,” by R. E. Kelley, Vol. 66, 1988, p. 145. Copyright © 1988 by Harvard Business School Publishing Corporation.

Survivors

Yespeople

Effectivefollowers

Sheep

Alienatedfollowers



Dynamic FollowerDynamic Follower

• Responsible steward of his or her job

• Effective in managing the relationship with the boss

• Practices self-management




Cultural Differences in LeadershipCultural Differences in LeadershipLeadership

viewed differently

across cultures

Essential for leaders to

understand other cultures

Leaders need to alter approaches when crossing national boundaries




Guidelines for LeadershipGuidelines 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



Guidelines for LeadershipGuidelines for Leadership

• Different leadership situations call for different leadership talents & behaviors

• Good leaders are likely to be good followers




Chapter 12: Reflect & DiscussChapter 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?