© 2009 cengage learning. all rights reserved. chapter 12 leadership and followership learning...
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© 2009 Cengage Learning. All rights reserved.
Chapter 12 Leadership and Followership
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1 Discuss the differences between leadership and management and between leaders and managers.
2 Explain the role of trait theory in describing leaders.
3 Describe the role of foundational behavioral research in the development of leadership theories.
4 Describe and compare the four contingency theories of leadership.
5 Discuss the recent developments in leadership theory of leader–member exchange and inspirational leadership.
6 Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models.
7 Define followership and identify different types of followers.
8 Synthesize historical leadership research into key guidelines for leaders.
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Discuss the differences between leadership and management and between leaders and managers.
1
© 2009 Cengage Learning. All rights reserved.
Leadership and Followership
Leadership – the process of guiding and directing the behavior of people in the work environment
Formal leadership – the officially sanctioned leadership based on the authority of a formal position
Informal leadership – the unofficial leadership accorded to a person by other members of the organization
Followership – the process of being guided and directed by a leader in the work environment
© 2009 Cengage Learning. All rights reserved.
Management and Leadership
Management – Reduces
uncertainty– Stabilizes
organizations
According to Kotter:
Leadership– Creates
uncertainty– Creates change
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Management and Leadership
– Setting a direction for the organization
– Using communication to align people with that direction
– Motivating people to action through empowerment and basic need gratification
MA
NA
GEM
EN
T – Planning and budgeting
– Organizing and staffing
– Controlling and problem solving
LEA
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IP
© 2009 Cengage Learning. All rights reserved.
Leadership vs. ManagementLeaders and managers
– Have distinct personalities– Make different contributions
Both make valuable contributions.Each one’s contributions are different.
Leaders agitate for change and new
approaches.
Managers advocate for stability and
status quo.
Leaders and ManagersPersonality Dimension
Manager Leader
Attitudes toward goals
Impersonal, passive, functional; goals arise out of necessity and reality
Personal, active; goals arise from desire and imagination
Conceptions of work
Combines people, ideas, things; seeks moderate risk, enables process
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 A. Zaleznik, “Managers and Leaders: Are They Different?” Harvard Business Review 55 (1977): 67-77. Copyright © 1977 by the Harvard Business School Publishing Corporation; all rights reserved.
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Explain the role of trait theory in describing leaders.
2
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[Early 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
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Describe the role of foundational behavioral research in the development of leadership theories.
3
© 2009 Cengage Learning. All rights reserved.
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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SLEADERSHIP BEHAVIORAL
THEORY
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LEADERSHIP BEHAVIORAL THEORY
[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
OH
IO S
TA
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© 2009 Cengage Learning. All rights reserved.
LEADERSHIP BEHAVIORAL THEORY
Production-Oriented LeaderProduction-Oriented Leader• Constant leader influence
• Direct or close supervision• Many written or unwritten rules and
regulations• Focus on getting work done
Employee-Oriented LeaderEmployee-Oriented Leader• Relationship-focused environment
• Less direct/close supervision• Fewer written or unwritten rules and
regulations• Focus on employee concern and needs
MIC
HIG
AN
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Concern for People
Concern for Production
High
HighLow
Low
Leadership Grid Definitions
• Leadership Grid – an approach to understanding a leader’s or manager’s concern for results (production) and concern for people
5,5
• Organization Man (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.
© 2009 Cengage Learning. All rights reserved.
Concern for People
Concern for Production
High
HighLow
Low
Leadership Grid Definitions
• Country Club Manager (1,9) – a leader who creates a happy, comfortable work environment 1,9
9,1
• Authority Compliance Manager (9,1) – a leader who emphasizes efficient production
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.
© 2009 Cengage Learning. All rights reserved.
Concern for People
Concern for Production
High
HighLow
Low
Leadership Grid Definitions
• Impoverished Manager (1,1) – a leader who exerts just enough effort to get by
1,1
9,9
• Team Manager (9,9) – a leader who builds a highly productive team of committed people
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.
© 2009 Cengage Learning. All rights reserved.
Leadership Grid Definitions
• Paternalistic “father knows best” Manager (9+9) – a leader who promises reward and threatens punishment
Concern for People
Concern for Production
High
HighLow
Low
1,9
9,1
9+9Source: 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.
© 2009 Cengage Learning. All rights reserved.
Leadership Grid Definitions
Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit
Opportunistic Management
Concern for People
Concern for Production
High
HighLow
Low
1,9
9,1
9,9
1,1
5.5
1,9
9,1
9+9
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.
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Describe and compare the four contingency theories of leadership.
4
© 2009 Cengage Learning. All rights reserved.
Fiedler’s Contingency Theory
Fiedler’s Contingency Theory – classifies the favorableness of the leader’s situation
– Least Preferred Coworker (LPC) – the person a leader has least preferred to work with over his or her career
– Task Structure – degree of clarity, or ambiguity, in the group’s work activities
– Position Power – authority associated with the leader’s formal position in the organization
– Leader–Member Relations – quality of interpersonal relationships among a leader and group members
Leadership Effectiveness in the Contingency Theory
High LPCrelations 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.
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
Path–Goal Theory of Leadership
Leader behavior styles• Directive• Supportive• Participative• Achievement oriented
Follower pathperceptionsEffort–Performance–Reward linkages
Follower goals• Satisfaction• Rewards• Benefits
Workplacecharacteristics• Task structure• Work group• Authority system
FollowerCharacteristics• Ability level• Authoritarianism• Locus of control
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved
Vroom-Yetton-Jago Normative Decision
Model
Consult individually
Consult group
Decide
Facilitate
Delegate
Use the decision method
most appropriate for a given decision situation
Hersey-Blanchard Situational Leadership® Model
Leader Behavior
Task Behavior(Directive Behavior)
(Su
pp
ort
ive
Beh
avio
r)
Rel
atio
nsh
ip B
ehav
ior
(low) (high)
(low)
(high) S3Share ideasand facilitateIn decisionmaking
S2Explain decisions and provideopportunityforclarification
S1Provide specific instructions and closely supervise performance
S4Turn over
responsibilityfor decisions
and implementation
Low-RelLow Task
High TaskHigh-Rel
High TaskLow-Rel
High-RelLow Task
Del
egat
ing
Parti
cipa
ting Selling
Telling
SOURCE: P. Hersey and 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.
Copyright ©2006 by South-Western,
a division of Thomson Learning. All rights reserved
®
© 2009 Cengage Learning. All rights reserved.
High Moderate Low
R4 R3 R2 R1
Able and willing or confident
Able but unwilling or
insecure
Unable but willing or confident
Unable and unwilling or
insecure
LeaderDirected
FollowerDirected
Follower Readiness
Hersey-Blanchard Situational Leadership® Model
SOURCE: P. Hersey and 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.
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Discuss the recent developments in leadership theory of leader–member exchange and inspirational leadership.
5
© 2009 Cengage Learning. All rights reserved.
Leader-Member ExchangeIn-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
© 2009 Cengage Learning. All rights reserved.
• Satisfying task
• Performance feedback
• Employee’s high skill level
• Team cohesiveness
• Organization’s formal controls
Developments in Leadership Theory
Substitutes for Leadership
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As a transformational leader, I inspire and
excite followers to high levels of performance.
Developments in Leadership Theory
Transformational Leadership
As a transactional leader, I use formal
rewards and punishments.
© 2009 Cengage Learning. All rights reserved.
Charismatic Leadership• Charismatic Leadership – the use, by
a leader, of personal abilities & talents in order to have profound & extraordinary effects on followers
• Charisma – means gift in Greek• Charismatic leaders use referent power• Potential for high achievement
and performance• Potential for destructive and
harmful courses of action
© 2009 Cengage Learning. All rights reserved.
A recent study of a food and beverage company’s executives correlated higher performance evaluations with more extensive use of humor.
Sir Richard Branson, founder of Virgin Group, identifies “play” as one of the five principles that have helped him succeed—practical jokes on co-workers, unusual and surprising employee rewards, promotional hot-air balloon races.
Beyond the Book:Is a Funny Workplace a Better Workplace?
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models.
6
© 2009 Cengage Learning. All rights reserved.
Emerging Issues in Leadership
Trust
Emotional Intelligence
Women Leaders
Servant Leadership
© 2009 Cengage Learning. All rights reserved.
Emergence of Women Leaders
© 2009 Cengage Learning. All rights reserved.
Temporary staffing agency Kelly Services hires women extensively, and helps them advance to leadership positions within the company.
When 75% of a company's workforce is female, women lead the company at the highest levels; senior vice presidents Joan Brancheau, Dana Curtis, and Carol Johnson report directly to the CEO.
Kelly promotes woman leadership with skill development support, an equitable pay grade, and numerous opportunities for career advancement.
Beyond the Book:Women Leaders at Kelly Services
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Define followership and identify different types of followers.
7
© 2009 Cengage Learning. All rights reserved.
Five 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
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• Responsible steward of his or her job
• Effective in managing the relationship with the boss
• Practices self-management
Beyond the Book:Dynamic Follower
© 2009 Cengage Learning. All rights reserved.
Cultural Differences in Leadership
Leadership viewed
differently across cultures
Essential for leaders to
understand other cultures
Leaders need to alter approaches when crossing national boundaries
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Synthesize historical leadership research into key guidelines for leaders.
8
© 2009 Cengage Learning. All rights reserved.
Guidelines for Leadership
• Unique attributes, predispositions, and 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
• Different leadership situations call for different leadership talents & behaviors
• Good leaders are likely to be good followers
© 2009 Cengage Learning. All rights reserved.
Leadership and FollowershipCaring
LeadershipDynamic
Followership
go hand-in-hand
© 2009 Cengage Learning. All rights reserved.
Ray Hood-Phillips' prior work in diversifying fast-food workplaces recommended her to Jim Adamson, Denny's CEO
Called on to reverse the racially tense atmosphere at Denny's, Hood-Phillips not only led changes, but kept her superiors accountable for their own initiatives
The result? Fortune recently named Denny's one of the Best Companies for Minorities. Led by Hood-Phillips, Denny's diversity training program has turned around its work culture and reputation.
Beyond the Book:Ray Hood Phillips: Leader & Dynamic Follower