Leadership and Follower Ship

8/7/2019 Leadership and Follower Ship

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Nature has given us two ears, two eyes,

and but one tongue---to the end, weshould hear and see more than we speak.

-Socrates


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Leadership and Management

Leadership: The ability to challenge thestatus quo, create visions and inspire andinfluence organizational members to

achieve the vision

Management: The ability to implementthis vision by formulating detailed plans,coordinating various functions andoverseeing day to day operations effectively


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Trait Approach

Determining the traits associated witheffective leadershipEarlier research efforts at isolating

leadership traits resulted in a number ofdead endsA breakthrough came with the Big 5

model of personalityconsistent supportfor traits as predictors of leadership


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Leadership and the Big 5Extraversion, Conscientiousness and Openness to Experience showstrong & consistent relationships to leadershipCommon traits of leaders such as ambition, energy & assertiveness

are considered part of extraversionExtraversion more strongly related to leader emergence than toleader effectivenessLeaders very high on assertiveness are found less effective than

those who were moderately high

Leadership and EIEmotional Intelligence has also been found to be related to leadereffectiveness. Core trait of emotional intelligence is empathy andempathetic leaders can: sense others needs listen to what followers say (and dont say) are able to read the reactions of others

Caring part of empathy inspires trust & commitment in followers


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Authoritarian : A style of leadership in whichthe leader uses strong, directive, controllingactions to enforce the rules, regulations, activitiesand relationships in the work environment.

Democratic : A style of leadership in which theleaders takes collaborative, responsive, interactiveactions with followers concerning the work andthe work environment.

Laissez-Faire (leave them alone) : A style ofleadership in which the leader fails to accept theresponsibilities of the position.

Leadership Models


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AUTHORITARIANSets goals individuallyEngages primarily inone-way, downwardcommunication

Controls discussions offollowersSets policy andprocedures unilaterallyDominates interactionPersonally directs thecompletion of tasksProvides infrequentpositive feedbackRewards obedienceand punishes mistakes

Exhibits poor listeningskillsUses conflict forpersonal gain

DEMOCRATICInvolves followers insetting goalsEngages in two-way,open communication

Facilitates discussionwith followersSolicits input regardingdetermination of policyand proceduresFocuses interactionProvides suggestionsand alternatives for thecompletion of tasksProvides frequentpositive feedback

Rewards good work anduses punishment only asa last resortExhibits effectivelistening skillsMediates conflict forgroup gain

LAISSEZ- FAIREAllows followers free reinto set their own goalsEngages innoncommittal, superficial

communicationAvoids discussion withfollowers to set policy andproceduresAvoids interactionProvides suggestions andalternatives for thecompletion of tasks only

when asked to do so byfollowersProvides infrequent

feedback of any kindAvoids offering rewardsor punishmentsMay exhibit either pooror effective listening skillsAvoids conflict


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Studies that Identified

Communication Patterns of Leaders

The Michigan Leadership StudiesThe Ohio State Leadership Studies

McGregors Theory X and Theory Y

Blake and Moutons Leadership Grid


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Ohio State Leadership Studies :

After WWII Measured specific leader behaviors

Identified two dimensions

- Consideration-nurturing friendly work relations, encouragemutual trust

- Initiating Structure-define & organize work relationships,define clear patterns of organization, communication

A leader could possess varying amounts of both dimensions

The Michigan Leadership Study:

Conducted shortly after WWII

One dimensional

Identified two basic leadership styles:

- Production oriented

- Employee oriented

A building block for newer leadership studies


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Theory X and Theory Y

Douglas McGregor, MIT ProfessorIdentified two approaches to supervision:

- Theory X: These managers think people donot like to work and like strict supervision.

- Theory Y: These managers think work is asource of satisfaction and want theresponsibility.


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Blake and Moutons Leadership Grid

Has also been called the Managerial Grid

Focuses communication styles

1,1 Impoverished Mgt9,1 Authority-Compliance

5,5 Middle of the Road Management

1,9 Country Club Management

9,9 Team Management


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1,9 9,9

5,5

1,1 9,1

CONCERN FOR RESULTSLow High

CONCER

NFOR

PEOPLE

High

Low 1 2 3 4 5 6 7 8 9

9

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2

1

1,9- Country club Management- Thoughtful attention to theneeds of the people for satisfying relationships leads to acomfortable, friendly organization atmosphere and work tempo.

9,9 TeamManagement-Work

accomplishment isby committedpeople;interdependencethrough a commonstake in

organization.purpose leads torelationship of trust& respect.9,1 Authority-Compliance Mngmt-Efficiency in

operations resultsfrom arrangingconditions of work insuch a way thathuman elementsinterfere to a

minimum degree.

1,1 Impoverished Management- Exert minimumeffort to get required work done. Appropriate tosustain organization membership.5,5 Middle of the road Management- Adequateorganization performance is possible through

balancing the necessity to get work out whilemaintaining morale of people at satisfactory level.


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Generations

Veterans: born between 1922 and 1943 (52million born)

Baby Boomers: born between 1944 and 1960

(73 million born)Generation Xers: born between 1961 and 1980

(70 million born)

Generation Nexters: born between 1981 andtoday (70 million born)


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Leadership Styles for Different Generations

Veterans-Gain their trust

Respect their experience

Baby Boomers-

Show appreciation of work

Involve in decision making Offer opportunities to serve as mentors


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Leadership Styles for Different Generations

Generation X

Be truthful

Respect sense of work/life balance

Respect their experiences

Generation Nexters

Provide structure and leadership Clarify long-term goals

Offer mentoring programs


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Contingency Approach

Leadership effectiveness is dependent on situations

In different conditions, different leadership styles maybe called for

A leadership style that works in one situation may notwork as well in another situation

Implication: Match leadership style to situation

dl d l ( d dl )


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Fiedler Model (Fred Fiedler, 1967, 1987)

Effective group performance depends on the proper matchbetween leadership style and the situation

Leadership style (based on scores on LPC questionnaire) isfixed:

Relationship Oriented (high score on LPC) Task Oriented (low score on LPC)

Three Situational Factors: Leader-member relations (Good/Poor): degree of confidenceand trust in the leaderTask structure (High/Low): degree of structure in the jobsPosition power (Strong/Week): leaders influence and abilityto hire, fire, and reward

dl d l d ff d h


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Fiedler Model and Effective Leadership

The better leader member relations, more highly structuredthe job and stronger the position power, the more controlthe leader has

Task oriented leaders perform best under situations of highor low control

Relationship oriented leaders perform best under situationsof moderate control

Considerable evidence supports the model

Implication: change to a leader who fits the situation orchange the situational variables to fit the current leader

h ( d dl )


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Cognitive Resource Theory (Fred Fiedler, 1995, 2002)

A refinement ofFiedlers original model:

Focuses on stress as the enemy of rationality and creator ofunfavorable conditions

A leaders intelligence and experience influence his or her

reaction to that stressStress Level Intellectual Abilities Leaders Experience

Low Effective Ineffective

High Ineffective Effective

Research is supporting the theory


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CRT Research Findings and Predictions Intelligence is positively correlated to performance under lowstress but during high stress, a natural intelligence not onlymakes no difference, but it may also have a negative effect. Why?- An intelligent person seeks rational solutions, which may not beavailable (and may be one of the causes of stress). In such situations, aleader who is inexperienced in 'gut feel' decisions is forced to rely onthis unfamiliar approach.

-Another possibility is that leader retreats within him/herself, to thinkhard about the problem, leaving the group to their own devices.

Experience is positively related to decision quality under highstress but is negatively related under low stress. Why?

- When there is a high stress situation and intelligence is impaired,experience of the same or similar situations enables the leader to reactin appropriate ways without having to think carefully about thesituation.

- In situations of low stress, experience may make leaders act tooquicklyon gut feel without due consideration to the rational process


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Path-Goal Theory (Robert House, 1971, 1996)

Builds from the Ohio State studies and the expectancy

theory of motivation. Basic propositions are:- Leaders provide followers with information, support, andresources to help them achieve their goals- Leaders help clarify the path to the workers goals

- Leaders can display multiple leadership types

Four types of leaders:-Directive: structures, schedules & directs the work to bedone-Supportive: focuses on the well-being of the worker-Participative: consults with employees in decision-making- Achievement-Oriented: sets challenging goals

P h G l M d l


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Path-Goal Model

Two classes of contingency variables:

Environmental (outside of employee control) Subordinate (internal to employee)


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Leadership Styles and Effectiveness

Directive Style:

-More effective when tasks are ambiguous or stressful thanwhen they are well structured-Not effective when employees have high perceived abilityor experience

Supportive Style:-Results in higher employee satisfaction and performancewhen employees are performing structured tasks Participative Style:

-More effective when dealing with employees with aninternal locus of control and high ability and experienceAchievement-oriented style:- Increases employees expectancies that effort will lead to

high performance when tasks are ambiguously structured


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Situational Leadership ModelTask Orientation

Disseminates informationIgnores the positions, ideas andfeelings of othersEngages in rigid, stylized

communicationInterrupts othersMakes demandsFocuses on facts, data &information as they relate to tasks

Emphasizes productivity throughthe acquisition of technical skillsMost of the time communicatesin writingMaintains a closed door policy

Interpersonal Orientation

Solicits opinionsRecognizes the positions, ideas,and feelings of othersEngages in flexible, opencommunicationListens carefully to othersMakes requestsFocuses on feelings, emotions,and attitudes as they relate topersonal needs

Emphasizes productivity throughthe acquisition of personal skillsMost often communicates orallyMaintains an open door policy


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4 levels of follower maturity

1. Unable and unwilling- leaders provideinstructions and monitor progress

2. Unable but willing and confident- explains

decisions and provides opportunities foremployees to seek clarifications

3. Able but Unwilling- leaders encouragefollowers to participate in decision making

4. Able and Willing and confident


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Leader-Member Exchange (LMX)

LMX Premise:- Because of time pressures, leaders form a specialrelationship with a small group of followers: the in-group

- This in-group is trusted and gets more time andattention from the leader (more exchanges)- All other followers are in the out-group and getless of the leaders attention and tend to have formal

relationships with the leader (fewer exchanges)- Leaders pick group members early in therelationship and this is relatively stable over time

LMX Th


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LMX Theory

-Demographic, attitude and personality characteristicssimilar to the leaders or a perceived higher level ofcompetence seem to determine in-group membership

-Leaders control by keeping favorites close

Research has been generally supportive of this theory


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LMX and Employee Performance

Followers with in-group status have:- Higher performance ratings- Engage in more citizenship behaviours- Show less turnover and more job satisfaction

Self-fulfilling prophecy: leaders invest theirresources with those they expect to perform best

and therefore drive their performance andsatisfaction

I i ti l L d


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Inspirational Leaders

Key characteristics:

- Have a vision and stick with it- Inspire followers to transcend their own self-interestsin pursuing the vision

Inspire followers through their words, ideas andbehaviours

Influence others to see and understand events in acertain way through Framing:- A way of communicating that shapes meaning- Selective highlighting of facts and events

- Ignored in traditional leadership studies

Charismatic Leadership


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Charismatic Leadership Charisma: Emotional appeal or magnetism of a person based onthe person being seen as possessing exceptional powers or qualities

Houses Charismatic Leadership Theory:- Followers make attributions of heroic or extraordinary leadershipabilities when they observe certain behaviors

Charismatic leaders are likely to be extraverted, self-confident, andachievement oriented Have an alluring, interesting and dynamic nature

Four characteristics of charismatic leaders:

- Have a vision and are able to articulate it effectively- Are willing to take personal risks to achieve the vision- Are sensitive to follower needs and abilities-Exhibit behaviors that are novel and out of the ordinary

People can be trained to exhibit charismatic behaviors

How Charismatic Leaders Influence


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How Charismatic Leaders Influence

A four-step process:

Articulating an attractive Vision- Proposes a future better than the status quo through clearand compelling imagery, in a manner that is understandableto all

Communicating high performance expectations andconfidence in follower ability- Enhances follower self-esteem and self-confidence

Conveys a new set of values

-Sets an example for others to emulate through words &actions

Engages in emotion-inducing and often unconventionalbehavior

- Demonstrates courage and conviction about the vision and isable to ta into the emotions of followers


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Charismatic Leadership Issues

Charisma works best when:

-The followers task has an ideological component- There is a lot of stress and uncertainty in theenvironment- The leader is at the upper level of the organization

- Followers have low self-esteem and self-worth

High Performance, satisfaction, motivation and profits inorganizations led by charismatic leaders

Dark Side of Charisma- Ego-driven charismatic leaders allow their self-interest tooverride the organizations goals and societal well-being

T ti l & T f ti l L d hi


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Transactional & Transformational Leadership

Transactional Leaders

- Leaders who guide or motivate followers in the directionof established goals by clarifying role & task requirements

Transformational Leaders

- Inspire followers to transcend their own self-interests forthe good of the organization; they can have a profound andextraordinary effect on followers

Complementary approaches to leadership

-Transformational leadership builds upon transactionalleadership to produces levels of effort& performance that gobeyond what would occur with transactional approach

alone

Transactional & Transformational Leaders


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Transactional

- Contingent Reward: Contracts exchange of rewardsfor effort, promises rewards forgood performance, recognizesaccomplishments-Management by Exception:Active: Watches and searchesfor deviations from rules andstandards, takes correctiveaction

Passive: Intervenes only ifstandards are not met- Laissez-Faire:Abdicates responsibilities,avoids making decisions

Transformational

-Idealized Influence:Provides vision and sense ofmission, instills pride, gainsrespect and trust-Inspiration: Communicates highexpectations, uses symbols tofocus efforts, expressesimportant issues simply-Intellectual Stimulation:

Promotes intelligence,rationality, and problem solving- Individualized Consideration: Gives personal attention,coaches, advises

Transactional & Transformational Leaders

Full Range of Leadership


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Full Range of Leadership

Leadershipstyles listedfrom passive tovery active

Note theineffective

styles aremostlytransactional

Authentic Leadership


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Authentic Leadership

Ethics:Authentic leaders demonstrate high standards of ethical

behaviourThey know who they are, know what they believe in andvalue, and act on those values and beliefs openly andcandidly

Trust:Authentic Leaders win the faith of followers by:- Sharing information- Encouraging open communication

- Sticking to their ideals

Authentic leaders direct their charisma not towards self-serving ends but towards socially constructive ways to serveothers

Still a new topic; needs more research

Followership


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Followership Contemporary work environments are ones in which

followers recognize their independence with leaders and

learn to challenge them while at the same time respectingthe leaders authority.

FIVE Types of followers

PASSIVE ACTIVE

ALIENATEDFOLLOWERS

EFFECTIVEFOLLOWERS

SHEEPYES

PEOPLE

INDEPENDENT , CRITICAL THINKING

DEPENDENT, UNCRITICAL THINKING

SURVIVORS


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Effective followers and 4 others are identified on 2dimensions:

1.Activity versus Passivity

2. Independent, critical thinking versus Dependent, Uncriticalthinking

Alienated followers- think independently & critically, yetare very passive, so become psychologically distanced from

their leaders. Potentially disruptive & threat to organization. Sheep- dont think independently or critically, are passive in

their behaviour. Simply do as they are told.

Yes people- dont think independently or critically, yet are

active in behaviour. Uncritically reinforce the thinking andideas of their leaders with enthusiasm, never questioning orchallenging the wisdom of their ideas and proposals.

Survivors- least disruptive and lowest risk followers. Theirmotto better safe than sorry.

Eff i F ll l bl l d d


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Effective Followers- most valuable to a leader andorganization because of their active contributions. Share4 essentials qualities:

(i) practice self management and self responsibility,(ii) are committed to the organization and a purpose,principle or person outside themselves. (iii) look forchallenges & ways in which to add to their talents orabilities. (iv) courageous, honest & credible. Can be

thought as Self-leaders who dont require closesupervision.

The Dynamic Follower- is a responsible steward of hisor her job, effective in managing the relationship with

the boss and practice responsible self- management.Becomes a trusted advisor to the boss by keeping themwell informed and building trust and dependability intothe relationship. Open to constructive criticism andsolicits performance feedback.

Guidelines for leadership


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Guidelines for leadership

Organizations should appreciate the unique attributes andtalents of each leader. No two leaders are the same and there is

value in this diversity. There are preferences in terms of styles. Leaders should be

chosen who challenge the organizational culture, whennecessary without destroying it.

Participative, considerate leader behaviours that demonstrate aconcern for people appear to enhance the health and well beingof followers in the work environment.

Different leadership situations call for different leadership

talents and behaviours. It may result in different individualstaking the leader role, depending on specific situation.

Good leaders are likely to be good followers. Their social rolesare distinctive, yet the attributes and behaviours of leaders and

followers may not be as distinct.


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A leader who plans, acts, walks and talks lifeas a leader- and wears a good suit- is nearly

invincible!

Examine yourself, your practice, your style,

and your efficacy. Reflect! Adapt! Improvise.

Documents

Leadership and Follower Ship