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Chapter 11 Leadership & Followership
Nelson & Quick
Leadership & Followership
Leadership - the process of guiding & directing the behavior of people in the work environment
Formal leadership - the officially sanctioned leader-ship 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 & directed by a leader in the work environment
Leadership vs Management
Leadership & management are distinct, yet complementary systems of action
Effective leadership + good management = healthy organizations
Effective leadership Effective leadership produces useful changeproduces useful change
Effective management Effective management controls complexitycontrols complexity
Management Process
• Reduces uncertainty• Provides stability • Components
– Planning & budgeting– Organizing and staffing– Controlling & problem
solving
Leadership Process
• Creates uncertainty• Creates change • Components
– Setting organizational direction– Align people with the direction via
communication– Motivate people to action
• Empowerment• Need gratification
Leadership Theory Typology
Universal
Traits
Contingent
Type I Type III
Behaviors Type II Type IV
Degree of generalizability
Leaderattribute
Reprinted by permission, A. G. Jago, “Leadership Perspectives in Theory and Research,” Management Science 22 (1982): 316. Copyright© 1982, The Institute of Management Sciences (currently INFORMS), 901 Elkridge Landing Road, Suite 400, Linthicum, Maryland 21090-2909 USA.
Reprinted by permission, A. G. Jago, “Leadership Perspectives in Theory and Research,” Management Science 22 (1982): 316. Copyright© 1982, The Institute of Management Sciences (currently INFORMS), 901 Elkridge Landing Road, Suite 400, Linthicum, Maryland 21090-2909 USA.
Type I Universal Trait Theories of Leadership
• Universal Trait theories - attempt to identify the traits &/or inherent attributes of leaders & the impact of these traits &/or styles on followers
• Early Type I theories– focused on a leader’s physical attributes, personality, &
ability
• Current Type I theories– focus attention on the distinctions between leaders &
managers– focus on charismatic leadership
Transactional & Transformational Leadership
As a transactional leader, I use formal rewards
& punishments.
As a transformational leader,
I inspire and excite followers to high levels
of performance.
Leaders as Distinct Personalities
Leader - an advocate for change & new approaches to problems
Manager - an advocate for stability & the status quo
Do not rock
Leaders & Managers
PersonalityDimension
Manager Leader
Attitudetoward goals
Impersonal, passive,functional
Personal, active
Workconceptions
Enabling process-combines people, ideas &things
Looks for freshapproaches to oldproblems
Relationships Prefers to work withothers but avoidscloseness & conflict
Comfortable in solitarywork, encouragescloseness, not conflictadverse
Sense of self Born once,straightforward lifeadjustment
Twice born, struggles forsense of life order,questions life
Emergence of Women Leaders
Charismatic Leadership
• Charismatic leadership - the use, by a leader, of personal abilities & talents in order to have profound & extraordinary effects on followers
• Charisma - gift in Greek• Charismatic leaders use referent power• Potential for high achievement & performance• Potential for destructive & harmful courses of
action
Type II Universal Behavior Theories of Leadership
• Universal behavior theories - discriminate the leaders’ actions from the followers’ perspective
• Early Type II theories– classified leaders by style: autocratic, democratic, or
laissez-faire
• Current Type II theories– examine common behavior dimensions of all leaders– help organizations train & develop leaders rather
than select them
Leadership Style & Emotional Climate
Autocratic style - the leader uses strong, directive,
controlling actions to enforce the rules,
regulations, activities, &
relationships in the work environment; followers have little
discretionary influence
Democratic style - the leader takes
collaborative, reciprocal,
interactive actions with followers;
followers have high degree of
discretionary influence
Laissez-fair style - the leader fails to
accept the responsibilities of
the position; creates chaos in
the work environment
Leadership Behaviors
Initiating structure - leader behavior aimed at defining & organizing work relationships & roles, as well as establishing clear patterns of organization, communications, & ways of getting things done
Consideration - leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust & interpersonal respect within the work unit
Leadership Styles in Japan
P-oriented behaviorP-oriented behavior• encourages a fast
work pace• emphasizes good
quality & high accuracy
• works toward high-quantity production
• demonstrates concern for rules & regulations
P-oriented behaviorP-oriented behavior• encourages a fast
work pace• emphasizes good
quality & high accuracy
• works toward high-quantity production
• demonstrates concern for rules & regulations
M-oriented behaviorM-oriented behavior • sensitive to
employees’ feelings• emphasizes comfort
in the work environment
• works to reduce stress levels
• demonstrates appreciation for follower contributions
M-oriented behaviorM-oriented behavior • sensitive to
employees’ feelings• emphasizes comfort
in the work environment
• works to reduce stress levels
• demonstrates appreciation for follower contributions
Source: Reprinted from “The Performance-Maintenance (PM) Theory of Leadership: Review of a Japanese Research Program by J. Misumi and M. F. Peterson published in Administrative Science Quarterly 30 (1985): 207 by permission of Administrative Science Quarterly © 1985.
Managerial GridHigh
9
8
7
6
5
4
3
2
1
Low 1 2 3 4 5 6 7 8 9 High1 2 3 4 5 6 7 8 9 HighConcern for production
Concernfor
People
1.91.9Country clubCountry clubmanagementmanagement
5.55.5Organization manOrganization man
managementmanagement
ImpoverishedImpoverishedmanagement management 1.11.1
9.99.9TeamTeam
managementmanagement
Authority-Authority-obedienceobedience
managementmanagement9.19.1“The Leadership Grid” from Leadership Dilemmas - Grid
Solutions, by Robert R. Blake and Anne Adams McCanse. Huston: Gulf Publishing Company, p. 29. Copyright© 1991 by Scientific Methods, Inc. Reproduced by permission of the owners.
Type III ContingencyTheories of Leadership
• Contingency theories - concerned with identifying the situationally specific conditions in which leaders with particular traits are effective
• Central concern - how the leader’s traits interact with situational factors in determining team effectiveness in task performance
leader
situation
Fiedler’s Contingency Theory
Fiedler’s Contingency Theory - classifies the favorableness of the leader’s situation– leader’s position power - authority associated with the
leader’s formal position in the organization
– structure of the team’s task - degree of clarity, or ambiguity, in the team’s work activity
– quality of the leader-follower (group members) interpersonal relationships
– least preferred coworker (LPC) - the person a leader has least preferred to work with over his or her career
Leadership Effectiveness in the Contingency Theory
High LPCrelations oriented
Correlationbetween leader
LPC & groupperformance
Low LPCtask oriented
1.00.80.60.40.200
-.20-.40-.60-.80
I II III IV V VI VII VIII
Unfavor-able for leader
Favorable for leader
I II III IV V VI VII VIIILeader-member
relationsG G G G MPoor MPoor MPoor Poor
Task structure S S Uns Uns S Uns Uns Uns
Leader position power Strong Weak Strong Weak Strong Weak Strong Weak
F. E . Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1964.) Reprinted by permission.
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
Hersey-Blanchard SituationalLeadership Model
ImmatureEmployees
LowLow HighHigh
HighHigh
LowLow
MatureEmployees
Willing/Able Unwilling/able Willing/unable Unwilling/unable
4 3 2 1
Leader’s concern with taskLeader’s concern with task
Leader’s Leader’s concern concern
with with relationshiprelationship
P. Hersey and K. H. Blanchard, Management of Organizational Behavior: Utilizing Human Resources, 3d ed., 1977, p. 170. Englewood Cliffs: Prentice Hall.
Guidelines for Leadership
• Unique attributes, predispositions & 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
Five Types of Followers
Independent, uncritical thinkingIndependent, uncritical thinking
Independent, critical thinkingIndependent, critical thinking
PassivePassive ActiveActive
Alienatedfollowers
Survivors
SheepYes
people
Effectivefollowers
Source: R. E. Kelley, “In Praise of Followers,” Harvard Business Review 66 (1988): 145.
Dynamic Follower
• Responsible steward of his or her job
• Effective in managing the relationship with the boss
• Practices self-management