4e Nelson/Quick ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or...

4e

Nelson/Quick

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Leadership

and Followership


Learning Outcomes

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

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Learning Outcomes

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

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Leadership

Guiding and directing the behavior of people in the work environment

Formal leadership: Officially sanctioned leadership based on the authority of a formal position

Informal leadership: Unofficial leadership accorded to a person by other members of the organization

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Discuss the differences between leadership and management and between leaders and managers

Learning Outcome

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Leadership versus Management

Management process

• Planning and budgeting• Organizing and staffing• Controlling and problem

solving

Leadership process

• Setting a direction for the organization

• Aligning people with that direction

• Motivating people to action

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Table 12.1 - Leaders and Managers

SOURCE: Reprinted by permission of Harvard Business Review. From “Managers and Leaders: Are They Different?” by A. Zaleznik (January 2004).

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Explain the role of trait theory in describing leaders

Learning Outcome

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Early Trait Theories

Distinguished leaders by: Physical attributes Personality characteristics Abilities

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Describe the role of foundational behavioral research in the development of leadership theories

Learning Outcome

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The Lewin, Lippitt, and White Studies

Autocratic style: Leader uses strong, directive actions to control the rules, activities, and relationships in the work environment

Democratic style: Leader uses interaction and collaboration with followers to direct the work and work environment

Laissez-faire style: Leader has a hands-off approach

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Ohio State Studies

Initiating structure: Defining and organizing work relationships and roles Establishing clear patterns of organization,

communication, and ways of getting things done

Consideration: Nurturing friendly, warm working relationships Encouraging mutual trust and interpersonal respect

within the work unit

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Michigan Studies

• Focuses on getting things done• Direct, close supervision • Many rules to control behavior

Production-oriented style

• Focuses on relationships• Less direct or less close supervision • Fewer rules to control behavior• Concern for people and their needs

Employee-oriented style

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Figure 12.1 - The Leadership Grid

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.

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Figure 12.1 - The Leadership Grid

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.

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Describe and compare the four contingency theories of leadership

Learning Outcome

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Fiedler’s Contingency Theory

Leadership style must be appropriate for a particular situation

Least preferred coworker (LPC): Person a leader has least preferred to work with LPC scale - Classifies leaders

Relationship-oriented leaders or high LPC - Describe their LPC in positive terms

Task-oriented leaders or low LPC - Describe their LPC in negative terms

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Dimensions of situational favorableness Task structure: Degree of clarity, or ambiguity, in the

work activities assigned to the group Position power: Refers to the authority associated

with the leader’s formal position in the organization Leader-member relations: Quality of interpersonal

relationships among a leader and the group members

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Group-Atmosphere Scale - Composed of nine eight-point bipolar adjective sets

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Favorable leadership situation

• Structured task for the work group

• Strong position power for the leader

• Good leader-member relations

Unfavorable leadership situation

• Unstructured task• Weak position power for the

leader• Moderately poor leader-

member relations


Figure 12.2 - Leadership Effectiveness in the Contingency Theory

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

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Figure 12.3 - The Path-Goal Theory of Leadership

©Cengage Learning 2013

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Vroom-Yetton-Jago Normative Decision Model

Consult individually

Consult group

Decide

Facilitate

Delegate

Forms of Decision Making

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Figure 12.5 - The Situational Leadership

SOURCE: From Phillips/Gully Organizational Behavior, 1e. © 2012 South-Western, a part of Cengage Learning, Inc. Reproduced by permission. www.cengage.com/permissions

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http://www.cengage.com/permissions


Discuss the recent developments in leadership theory of leader-member exchange and inspirational leadership

Learning Outcome

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Leader-Member Exchange Theory

In-group members

• Similar to the leader • Greater responsibilities, more

rewards, and more attention• More satisfied, lower turnover• Likely to engage in

organizational citizenship behavior

• Stress comes from the additional responsibilities

Out-group members

• Receive less attention and fewer rewards

• Managed by formal rules and policies

• Likely to retaliate against the organization

• Stress comes from being left out of the communication network

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Inspirational Leadership Theories

Transformational leadership - Inspires followers to high levels of performance Sub-dimensions - Charisma, individualized

consideration, inspirational motivation, and intellectual stimulation

Charismatic leadership: Uses the force of personal abilities and talents to have profound effects on followers Has potential to elicit high levels of performance

from followers26


Inspirational Leadership Theories

Authentic leaders Have a conscious sense of values Act consistently to their value systems Motivate followers to higher levels of performance Build a workforce characterized by high levels of

hope, optimism, resiliency, and self-efficacy

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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.

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Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models

Learning Outcome

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Emerging Issues in LeadershipEmotional intelligence• Ability to recognize and manage emotion in oneself and in others

Trust• Effective leaders understand whom to trust and how to trust

Gender and leadership• Glass cliff - Trend in organizations wherein more women are placed in difficult

leadership situations

Servant leadership • Refers to belief that leaders should serve employees, customers, and the community

Abusive supervision • Negative leadership behavior that diminishes employee well-being along with

increased deviance behavior

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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.

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Define followership and identify different types of followers

Learning Outcome

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Followership

Process of being guided and directed by a leader in the work environment

Emphasizes the follower’s individual responsibility and self-control

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Figure 12.6 - Five Types of Followers

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Beyond the Book:I Will Follow

Eight tips for being a good protégé:1. Talk first – and often

2. Read between the lines

3. Go the extra mile

4. Do your homework

5. Share information

6. Make it mutual

7. Be personable

8. Have a positive attitude

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Synthesize historical leadership research into key guidelines for leaders

Learning Outcome

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Guidelines for Leadership

Unique attributes, predispositions, and talents of each leader should be appreciated

Leaders who challenge the organizational style without destroying it should be chosen

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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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?

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Doomsday

Assess the behavior of both Major Sinclair and Michael Canaris. Which leadership traits described earlier in this chapter appear in their behavior?

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.

Does this film sequence show any aspects of transformational and charismatic leadership? Draw some examples from the sequence.

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Camp Bow Wow

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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4e Nelson/Quick ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or...

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