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Chapter 12

Leadership and Followership


1. Discuss the differences between leadership and management and between
leaders and managers.
Learning Outcomes

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.


2016 Cengage Learning. All rights reserved.
1 Learning Outcome

Discuss the differences between


leadership and management and
between leaders and managers.

© 2016 Cengage Learning. All rights reserved.


Leadership and Followership

Leadership – the process of Followership – the process of


guiding and directing the being guided and directed
behavior of people in the by a leader in the work
work environment 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

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Management and Leadership

Management Leadership
– Planning and – Setting a
budgeting direction for the
organization
– Organizing and
– Aligning people
staffing with that
– Controlling and direction
problem solving – Motivating
people

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Management and Leadership
MANGERS

LEADERS
Advocate stability Agitate for change
and the status quo and new
approaches

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Leaders and Managers

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2 Learning Outcome

Explain the role of trait theory in


describing leaders.

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[Early Trait Theories]

• Distinguished leaders by
– Physical attributes
– Personality characteristics
– Abilities (speech fluency, social skills,
insight)

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3 Learning Outcome

Describe the role of foundational


behavioral research in the
development of leadership
theories.

© 2016 Cengage Learning. All rights reserved.


LEWIN ON LEADERSHIP
Autocratic Style – the leader uses strong,
directive, controlling actions to enforce the
rules, regulations, activities, and
relationships; followers have little
discretionary influence

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
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OHIO STATE STUDIES
[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] – leader behavior aimed at


nurturing friendly, warm working relationships, as
well as encouraging mutual trust and interpersonal
respect within the work unit

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MICHIGAN STUDIES
Production-Oriented Leader
• Focus – getting things done
• Uses direct, close supervision
• Many written or unwritten rules
Employee-Oriented Leader
• Focus – relationships
• Less direct, close supervision
• Fewer written or unwritten rules
• Displays concern for people and their
needs

© 2016 Cengage Learning. All rights reserved.


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

Concern for
People

Low
Low High
Concern for Production
© 2016 Cengage Learning. All rights reserved.
Leadership Grid Definitions

Organization Man (5,5) – a middle-of-


the-road leader

High

Concern for
People 5,5

Low
Low High
Concern for Production
© 2016 Cengage Learning. All rights reserved.
Leadership Grid Definitions
Authority Compliance Manager (9,1) –
a leader who emphasizes efficient
production

High

Concern for
People

Low 9,1
Low High
Concern for Production
© 2016 Cengage Learning. All rights reserved.
Leadership Grid Definitions

Country Club Manager (1,9) – a leader


who creates a happy, comfortable work
environment

High 1,9

Concern for
People

Low
Low High
Concern for Production
© 2016 Cengage Learning. All rights reserved.
Leadership Grid Definitions
Team Manager (9,9) – a leader who
builds a highly productive team of
committed people

High 9,9

Concern for
People

Low
Low High
Concern for Production
© 2016 Cengage Learning. All rights reserved.
Leadership Grid Definitions
Impoverished Manager (1,1) – a leader
who exerts just enough effort to get by

High

Concern for
People

Low 1,1
Low High
Concern for Production
© 2016 Cengage Learning. All rights reserved.
Leadership Grid Definitions
Paternalistic “father knows best”
Manager (9+9) – a leader who promises
reward and threatens punishment

High 1,9

Concern for
People
9+9

Low 9,1
Low High
Concern for Production
© 2016 Cengage Learning. All rights reserved.
Leadership Grid Definitions
Opportunistic Opportunistic
“what’s in it for Management
me” Manager
(Opp) – a leader
whose style aims to
maximize
self-benefit
High 1,9 9,9 1,9
9+9
Concern for 9,1
5.5
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 Low 1,1 9,1
Robert R. Blake and Jane S. Mouton).
Houston: Gulf Publishing Company (Grid
Low High
Figure: p. 29; Paternalism Figure: p. 30;
Opportunism Figure: p. 31.) Concern for Production
Copyright 1991 by Blake and Mouton, and
Scientific Methods, Inc. Reproduced by
permission of the owners.
© 2016 Cengage Learning. All rights reserved.
4 Learning Outcome

Describe and compare the four


contingency theories of
leadership.

© 2016 Cengage Learning. All rights reserved.


Fiedler’s Contingency Theory
Fit between leader’s need structure and
favorableness of leader’s situation determine
the team’s effectiveness.

– Least Preferred Coworker (LPC) – the


person a leader has least prefers to work
with
– High LPC – leaders who describe LPC in
positive terms
– Low LPC – leaders who describe LPC in
negative terms

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Situation Favorableness
Three elements to leader’s situation:

Task structure
Position power
Leader-member relations

Favorable leadership situation – structured task for


the work group, strong position power for leader,
good leader-member relations

Unfavorable leadership situation – unstructured


task, weak position power for leader, poor leader-
member relations.

© 2016 Cengage Learning. All rights reserved.


Leadership Effectiveness in the Contingency Theory

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Path–Goal Theory of Leadership

Leader behavior styles


Follower path Follower goals
• Directive
perceptions • Satisfaction
• Supportive
Effort–Performance– • Rewards
• Participative
Reward linkages • Benefits
• Achievement oriented

Follower Workplace
Characteristics characteristics
• Ability level • Task structure
• Authoritarianism • Work group
• Locus of control • Authority system

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Vroom-Yetton-Jago Normative
Decision Model
Decide

Manager
should use Consult individually
the decision
method most
appropriate Consult group
for a given
situation
Facilitate

Delegate
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Time Driven Model

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Hersey-Blanchard Situational Leadership® Model

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Hersey-Blanchard Situational Leadership® Model

© 2016 Cengage Learning. All rights reserved.


5 Learning Outcome

Discuss the recent developments


in leadership theory of leader–
member exchange and
inspirational leadership.

© 2016 Cengage Learning. All rights reserved.


Leader-Member Exchange
Leaders form two groups of followers:

In-groups Out-Groups

• Members similar to • Managed by formal rules and


leader policies
• Given greater responsibilities, • Given less attention; fewer
rewards, attention rewards
• Within leader’s inner circle of • Outside the leader’s
communication communication circle
• High job satisfaction and • More likely to retaliate against
organizational commitment, the organization
low turnover • Stress from being left
• Stress from added out of communication
responsibilities network

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Inspirational Leadership Theories

• Transformational Leadership
• Charismatic Leadership
• Authentic Leadership

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Transformational Leadership

Transformational leaders
inspire and excite
followers to high level of
performance

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Dr G VenkataSwamy
• Greatly influenced by the Indian
philosophy of spirituality of service
• Compassion and dedication far beyond
the ordinary
• Dreamed of being able to market ‘good
eye-sight’ to the world, the way
McDonald’s sells hamburgers.

© 2016 Cengage Learning. All rights reserved.


Charismatic Leadership
Charismatic leaders use the
force of personal abilities and
talents to have profound effects
on followers.

© 2016 Cengage Learning. All rights reserved.


Authentic Leadership

I cannot tell a lie.

Authentic leaders have a


conscious and well-
developed sense of
values and act in ways
that are consistent to
their value systems.
© 2016 Cengage Learning. All rights reserved.
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.

© 2016 Cengage Learning. All rights reserved.


Indian Research: The Nurturant Task
Leader

• A preference for an authoritative instead


of the traditional authoritarian leader
• A high task /high relationship oriented
leadership style
• Strict and demanding but caring and
nurturing too

• (Source :Sinha.J.B.P.(1980)The Nurturant Task Leader,Concept,New Delhi)

© 2016 Cengage Learning. All rights reserved.


6 Learning Outcome

Discuss how issues of emotional


intelligence, trust, gender, and
servant leadership are informing
today’s leadership models.

© 2016 Cengage Learning. All rights reserved.


Emerging Issues in Leadership
Emotional Intelligence

Trust

Gender and Leadership

Servant Leadership

Abusive Supervision
© 2016 Cengage Learning. All rights reserved.
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.

© 2016 Cengage Learning. All rights reserved.


Women Power in Indian Banking
sector
• Indian women ‘s visibility in banking
sector
• 54% of the women CEOs are in
financial services( executive search firm
EMA Partners).
• In private and foreign banks, women
almost outnumber men

© 2016 Cengage Learning. All rights reserved.


7 Learning Outcome

Define followership and identify


different types of followers.

© 2016 Cengage Learning. All rights reserved.


Followership

• Traditionally, followers viewed


as passive…

• More contemporary views cast


follower as active role, with
potential for leadership…

© 2016 Cengage Learning. All rights reserved.


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

© 2016 Cengage Learning. All rights reserved.


8 Learning Outcome

Synthesize historical leadership


research into key guidelines for
leaders.

© 2016 Cengage Learning. All rights reserved.


Guidelines for Leadership
• Leaders and organizations should appreciate the
unique attributes, predispositions, and talents of
each leader.
• Leaders should be chosen who challenge the
organizational style without destroying it.
• 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.

© 2016 Cengage Learning. All rights reserved.


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?

© 2016 Cengage Learning. All rights reserved.


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

2. Apply the behavioral theories


discussed earlier to this film
sequence.
Which parts apply to Sinclair and
Doomsday Canaris’s behavior? Draw specific
examples from the film sequence.

3. Does this film sequence show any


aspects of transformational and
charismatic leadership? Draw some
examples from the sequence.

© 2011 Cengage Learning. All rights reserved.

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