Ob Presentation Chapter 8

8/17/2019 Ob Presentation Chapter 8

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Leadership &

Followership

C H A P T E R


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Learning Objectives for

Chapter 12After reading this chapter, you shouldbe able to do the following:

•Dene leadership and followership

•Discuss the dierences betweenleadership and !anage!ent and betweenleaders and !anagers

•"valuate the eectiveness of autocratic#de!ocratic#and laisse$%faire leadership stles

•"'plain initiating structure and


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Learning Objectives forChapter 12

Continued . . .•"valuate the usefulness of Fiedler)scontingenc theor of leadership

•Co!pare and contrast the path%goaltheor#*roo!%+etton%,ago theor# the -ituationalLeadership. !odel# leader%!e!ber

e'change#and the -ubstitutes for Leadership !odel

•Distinguish a!ong transfor!ational#charis!atic#and authentic leaders


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Leadership

Leadership /Leadership / the process of guidingand directing the behavior of peoplein the wor0 environ!ent

For!al leadership /For!al leadership / the ociallsanctioned leadership based on theauthorit of a for!al position

nfor!al leadership /nfor!al leadership / the unocialleadership accorded to a person bother !e!bers of the organi$ation


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Followership

Followership /Followership / the process ofbeing guided and directed b aleader in the wor0 environ!ent

3hotos courtes of Clips Online# 4 2556 7icrosoft Cor


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7anagers and Leaders


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8otter9 7anage!ent andLeadership

7anage!ent • 3lans# budgets

• Organi$es# stas

• Controls# solves

proble!s

Leadership

-ets direction:ligns peoplethroughco!!unication

7otivates people3hotos courtes of Clips Online# 4 2556 7icrosoft Cor

;educesuncertaint-tabili$es

organi$ations

Creates

uncertaint


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Leadership vs<7anage!ent

Leaders and !anagers• =ave distinct personalities

• 7a0e dierent contributions

7anagers advocatefor stabilit

and status >uo

Leadersadvocate for

change and newapproaches

?oth !a0e valuable contributions"ach one)s contributions are dierent


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Leaders and 7anagers

PersonalityDimension Manager Leader

Attitudestoward goals

Impersonal, passive,functional; goals arise outof necessity, reality

Personal, active; goals arisefrom desire and imagination

Conceptions ofwork

Combines people, ideas,things; seeks moderaterisk through balance

Looks for fresh approachesto old problems; seeks highrisk with high payoffs

Relationships

with others

Prefers to work withothers; avoids close and

intense relationships,avoids conflicts

Comfortable in solitary work;encourages close, intense

relationships, not averse toconflict

Sense of self Born once; accepts life asit is; unuestioning

Born twice; struggles forsense of order; uestionslife

-O@;C"9 ;eprinted b per!ission of Harvard Business Review< Fro! A7anagers and Leaders9 :re Bhe Dierent b :< Ealeni0 ,anuar 255G


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"arl Brait Bheories

Distinguished leaders b• 3hsical attributes

• 3ersonalit characteristics

• -ocial s0ills and speech Juenc• ntelligence and scholarship

• Cooperativeness

• nsight


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Leadership Behavioral Theory:

Lewin Studies

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

Autocratic Style – – the leader uses strong,

directive, controlling actions to enforce the rules,

regulations, activities, and relationships; followers

have little discretionary influence


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Leadership ?ehavioral Bheor9Leadership ?ehavioral Bheor9

Ohio -tate -tudiesOhio -tate -tudiesnitiating -tructurenitiating -tructure // leader behaviorai!ed at dening and organi$ing wor0

relationships and rolesI establishingclear patterns of organi$ation#co!!unication# and was of gettingthings done

Consideration /Consideration / leader behavior ai!ed atnurturing friendl# war! wor0ingrelationships# as well as encouraging!utual trust and interpersonal respect

within the wor0 unit


13/43Copyright !"#$$ Cengage Learning% &ll rights reserved% 'ay not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part%

Leadership ?ehavioral Bheor97ichigan -tudies

Production()rientedLeader

*mployee()rientedLeader

Constant leader influence+elationship(focused

environment

irect or closesupervision

Less direct-closesupervision

'any written or unwrittenrules and regulations .ewer written or unwrittenrules and regulations

.ocus on getting workdone

.ocus on employees/concerns and needs


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Leadership (ridDenitions

Leadership (rid /Leadership (rid / an approach tounderstanding a leader)s or !anager)sconcern for results productionH andconcern for people

ConcernConcern

forfor

PeoplePeople

Concern forConcern for

ProductionProduction

High

HighLow

Low

,,

Organi$ation 7anOrgani$ation 7an

7anager K#KH /7anager K#KH /

a leader whobalancesproduction withe!ploee !orale#!iddle of the road



ConcernConcern

forfor

PeoplePeople



High

HighLow

Low

!,!,

""

Leadership (rid Denitions

Countr ClubCountr Club7anager 1#H /7anager 1#H / aleader who

creates a happ#co!fortable wor0environ!ent:uthorit Co!pliance:uthorit Co!pliance

7anager #1H /7anager #1H / a leaderwho e!phasi$esecient production

",",

!!



ConcernConcernforfor

PeoplePeople



High

High

Low

Low

Leadership (ridDenitions

!poverished!poverished

7anager 1#1H /7anager 1#1H / :leader who e'erts just enough eortto get b

!,!,

!!

",",

""

Bea! 7anager #H Bea! 7anager #H

// a leader whobuilds a highl

productive tea! ofco!!itted people


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Leadership (rid

Denitions3aternalistic3aternalisticAfather 0nows bestAfather 0nows best7anager MH /7anager MH / aleader whopro!ises rewardand threatenspunish!ent

ConcernConcern

forfor

PeoplePeople



High

HighLow

Low

!,!,

""

",",

!!

"#"#

""


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ConcernConcern

forfor

PeoplePeople

Concern forConcern forProductionProduction

High

HighLow

Low

Leadership (rid

DenitionsOpportunisticOpportunisticAwhat)s in it for !eAwhat)s in it for !e

7anager OppH /7anager OppH / aleader whose stle

ai!s to !a'i!i$eself%benet

$pportunistic%anage&ent

!,!,

""

",",

!!

",",

""

!,!,

!!

,,

!,!,

""

",",

!!

"#"#

""


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Fiedler)s Contingenc Bheor

Fiedler)s Contingenc Bheor /Fiedler)s Contingenc Bheor / classiesthe favorableness of the leader)s situation

Three 'a(orableness )ituations

!.Least preferred cowor*er +LPC

L3CH /L3CH / the person a leader has least

preferred to wor0 with over his or hercareer


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• Bas0 -tructure / Bas0 -tructure / degree of clarit# ora!biguit# in the group)s wor0activities

• 3osition 3ower /3osition 3ower / authorit associatedwith the leader)s for!al position inthe organi$ation

• Leader%7e!ber ;elations /Leader%7e!ber ;elations / >ualit ofinterpersonal relationships a!ong aleader and group !e!bers

-. )ituational 'a(orableness


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High LPC

relationshiporiented

Correlationsbetween

leaderLPC groupperfor&ance

Low LPCtas* oriented

!.//.0/

.1/

.2/

.-/

/

3.-/

3.2/

3.1/

3.0/

4 44 444 45 5 54 544 54446nfa(orablefor leader

'a(orablefor leader

-O@;C"9 F< " < Fiedler# A Theory of Leadership Eectiveness New +or09 7c(raw%=ill# 1G


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3ath%(oal Bheor ofLeadership

9or*placecharacteristic

s• Bas0 structure• Por0 group• :uthoritsste!

'ollowerCharacteristics

• :bilit level• :uthoritarianis!• Locus of

control

'ollower pathperceptions"ort%3erfor!ance%

;eward lin0ages

Leader beha(iorstyles• Directive• -upportive• 3articipative• :chieve!ent%oriented

'ollowergoals• -atisfaction• ;ewards• ?enets

Copyright !"#$$ Cengage Learning% &ll rights reserved% 'ay not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part%


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*roo!%+etton%,agoNor!ative Decision 7odel

elegate ecide

Consult

4ndi(idually

Consult ;roup

'acilitate

6se thedecision

&ethod &ostappropriate fora gi(endecisionsituation


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=erse%?lanchard -ituationalLeadership 7odel

Leader


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erse% anc ar-ituational

Leadership 7odel

0igh 'oderate Low

R4 R3 R R!

&ble andwilling orconfident

&ble butunwilling or

insecure

1nable butwilling orconfident

1nable andunwilling or

insecure

Leaderirected

'ollowerirected

'ollower Readiness

-O@;C"9 4 255 ;eprinted with per!ission of the Center for Leadership -tudies# nc


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Develop!ents in Leadership Bheor

"n#$roups %ut#$roups

'embers similar to leader 'anaged by formal rules andpolicies

2iven greater responsibilities,rewards, attention

2iven less attention; fewerrewards

3ithin leader/s inner circle ofcommunication

)utside the leader/scommunication circle

0igh 4ob satisfaction andorgani5ational commitment,low turnover

'ore likely to retaliate against theorgani5ation

6tress from addedresponsibilities

6tress from being left out ofcommunication network

Leader 3 %e&ber E=change+L%>


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Develop!ents inLeadership Bheor

• -atisfing tas0

• 3erfor!ance feedbac0

• "!ploee)s high s0illlevel

• Bea! cohesiveness

• Organi$ation)s for!alcontrols

)ubstitutes forLeadership


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Develop!ents in LeadershipDevelop!ents in Leadership Bheor Bheor

Transfor&ationalLeadership

:s a transactionalleader# use for!al rewards and punish!ents<

:s a transfor!ational

leader# inspire and e'citefollowers to high levelsof perfor!ance<

Bransfor!ational


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Bransfor!ationalLeadership


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Charis!atic Leadership

Charis!atic Leadership /Charis!atic Leadership / a leader)s useof personal abilities and talents in orderto have profound and e'traordinareects on followers

Charis!a /Charis!a / !eans gift in (ree0

Charis!atic leaders use referent power

3otential for high achieve!ent and

perfor!ance

3otential for destructive and har!fulcourses of action

3hotos courtes of Clips Online# 4 2556 7icrosoft Corporation


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:uthentic Leadership

:uthentic Leadership /:uthentic Leadership / a stle ofleadership that includestransfor!ational# charis!atic# or

transactional approaches as thesituation de!ands

3hotos courtes of Clips Online# 4 2556 7icrosoft Cor


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"!otional ntelligence

• :bilit to recogni$eand !anage e!otionin oneself and others

• :ects how leaders!a0e decisions

Co!prised ofco!petencies

-elf%awareness"!path

:daptabilit

-elf%condence

Brust


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Brust

Brust / Brust / willingnessto be vulnerableto the actions of

another


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(ender

3hotos courtes of Clips Online# 4 2556 7icrosoft Corpor


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-ervant Leadership

Leaders lead b serving

others

"!ploees Custo!ers

Co!!unit


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:busive -upervision

Negative behaviors include

-e'ual harass!ent

3hsical violence:ngr outbursts

3ublic ridicule

Ba0ing credit for e!ploees)successes

-capegoating e!ploees:ects 1Q


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Five Bpes of Followers

ependent, uncritical thin*ing

4ndependent, critical thin*ing

Passi(e Acti(e

-O@;C"9 ;eprinted b per!ission of Harvard Business Review< Fro! An 3raise of Followers# b ;< "< 8elle# Nove!ber /Dece!ber# 166# p< 1GK< Copright 4 166 b =arvard ?usiness -chool 3ublishing Corporation< :ll rights reserved<

)ur(i(ors

?es

people

E8ecti(efollowers

)heep

Alienatedfollowers


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Dna!ic Follower

• ;esponsible steward of

his or her job

• "ective in !anagingthe relationship with theboss

• 3ractices self%

!anage!ent

3hotos courtes of Clips Online# 4 2556 7icrosoft Corporation

C lt l Di i


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Cultural Dierences inLeadership

Leadership viewed dierentl acrosscultures

"ssential forleaders tounderstandother cultures

Leaders need to alter approaches

when crossing national boundaries3hotos courtes of Clips Online# 4 2556 7icrosoft Corporation


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(uidelines for

LeadershipG< Dierent leadership situations

call for dierent leadership

talents and behaviors

K< (ood leaders areli0el to be good

followers


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Ob Presentation Chapter 8

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