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
©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.
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
2
©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.
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
3
©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.
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
4
©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.
Discuss the differences between leadership and management and between leaders and managers
Learning Outcome
5
©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.
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
6
©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.
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).
7
©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.
Explain the role of trait theory in describing leaders
Learning Outcome
8
©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.
Early Trait Theories
Distinguished leaders by: Physical attributes Personality characteristics Abilities
9
©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.
Describe the role of foundational behavioral research in the development of leadership theories
Learning Outcome
10
©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.
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
11
©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.
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
12
©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.
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
13
©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.
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.
14
©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.
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.
15
©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.
Describe and compare the four contingency theories of leadership
Learning Outcome
16
©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.
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
17
©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.
Fiedler’s Contingency Theory
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
18
©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.
Fiedler’s Contingency Theory
Group-Atmosphere Scale - Composed of nine eight-point bipolar adjective sets
19
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
©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.
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.
20
©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.
Figure 12.3 - The Path-Goal Theory of Leadership
©Cengage Learning 2013
21
©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.
Vroom-Yetton-Jago Normative Decision Model
Consult individually
Consult group
Decide
Facilitate
Delegate
Forms of Decision Making
22
©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.
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
23
©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.
Discuss the recent developments in leadership theory of leader-member exchange and inspirational leadership
Learning Outcome
24
©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.
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
25
©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.
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
©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.
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
27
©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.
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.
28
©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.
Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models
Learning Outcome
29
©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.
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
30
©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.
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.
31
©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.
Define followership and identify different types of followers
Learning Outcome
32
©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.
Followership
Process of being guided and directed by a leader in the work environment
Emphasizes the follower’s individual responsibility and self-control
33
©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.
Figure 12.6 - Five Types of Followers
34
©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.
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
35
©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.
Synthesize historical leadership research into key guidelines for leaders
Learning Outcome
36
©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.
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
37
©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.
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?
38
©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.
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.
39
©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.
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?
40
Top Related