12

CHAPTER

Leadership &
Followership

Learning Objectives for

Chapter 12

After reading this chapter, you should

be able to do the following:
Define leadership and followership
Discuss the differences between
leadership and management and between
leaders and managers
Evaluate the effectiveness of autocratic,
democratic,
and laissez-faire leadership styles
Explain initiating structure and

Learning Objectives for

Chapter 12
Continued . . .
Evaluate the usefulness of Fiedlers
contingency theory of leadership
Compare and contrast the path-goal
theory,
Vroom-Yetton-Jago theory, the Situational
Leadership model, leader-member
exchange,
and the Substitutes for Leadership model
Distinguish among transformational,
charismatic,
and authentic leaders

Leadership
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
Followership the process of
being guided and directed by a
leader in the work environment

Photos courtesy of Clips Online, 2008 Microsoft Corp

Managers and Leaders

Kotter: Management and

Leadership
Management

Plans, budgets
Organizes, staffs
Controls, solves
problems

Creates
uncertainty

Reduces
uncertainty
Stabilizes
Leadership
organizations
Sets direction
Aligns people
through
communication
Motivates people

Photos courtesy of Clips Online, 2008 Microsoft Corp

Leadership vs.
Management
Leaders and managers
Have distinct personalities
Make different contributions
Leaders
advocate for
change and new
approaches

Managers advocate
for stability
and status quo

Both make valuable contributions

Each ones contributions are different

Leaders and Managers

Personality
Dimension
Attitudes
toward goals

Manager

Leader

Impersonal, passive,
Personal, active; goals arise
functional; goals arise out
from desire and imagination
of necessity, reality

Combines people, ideas,

Conceptions of
things; seeks moderate
work
risk through balance

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 twice; struggles for

Born once; accepts life as
sense of order; questions
it is; unquestioning
life

SOURCE: Reprinted by permission of Harvard Business Review. From Managers and Leaders: Are They Different? by A. Zalenik (January 2004.)
Copyright 2004 by the Harvard Business School Publishing Corporation; all rights reserved.
Copyright 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part.

Early Trait Theories

Distinguished leaders by
Physical attributes
Personality characteristics
Social skills and speech fluency
Intelligence and scholarship
Cooperativeness
Insight

Leadership Behavioral Theory:

Lewin Studies
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

Leadership Behavioral Theory:

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

Leadership Behavioral Theory:

Michigan Studies
Production-Oriented
Leader

Employee-Oriented
Leader

Constant leader influence

Relationship-focused
environment

Direct or close
supervision

Less direct/close
supervision

Many written or unwritten Fewer written or unwritten

rules and regulations
rules and regulations
Focus on getting work
done

Focus on employees
concerns and needs

Copyright 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part.

Leadership Grid
Definitions

Leadership Grid an approach to

understanding a leaders or managers
concern for results (production) and
concern for people
High

Organization Man
Concern
Manager (5,5)
for
5,
5
People
a leader who
balances
Low
Low
production with
Concern for
employee morale,
Production
middle of the road

High

Leadership Grid Definitions

Country Club
Manager (1,9) a
High1,
9
leader who
Concern
creates a happy, for
comfortable work People
environment
Authority ComplianceLow
Low
Manager (9,1) a leader
Concern for
who emphasizes
Production
efficient production

9,
1
High

Copyright 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part.

Leadership Grid
Definitions
Team Manager (9,9)
a leader who
High
builds a highly
productive team of Concern
for
committed people People
Impoverished
Low 1,
Manager (1,1) A
Low
1
Concern for
leader who exerts
Production
just enough effort
to get by

9,
9

High

Copyright 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part.

Leadership Grid
Definitions
Paternalistic
High1,
father knows best
9
Manager (9+9) a
Concern
leader who
for
promises reward
People
and threatens
punishment
Low

9+
9

Low

Concern for
Production

9,
1
High

Leadership Grid
DefinitionsOpportunistic

Opportunistic
whats in it for me
Manager (Opp) a
leader whose style
aims to maximize
self-benefit

Management

High1,

Concern
for
People

5,
5

Low 1,
Low
1

Concern for
Production

9,
1,
9
9 9+
9
9,
1
9,
High
1

Fiedlers Contingency
Theory
Fiedlers Contingency Theory classifies
the favorableness of the leaders situation
Three Favorableness Situations
1.Least preferred coworker (LPC)
(LPC) the person a leader has least
preferred to work with over his or her
career

2. Situational Favorableness
Task Structure degree of clarity, or
ambiguity, in the groups work
activities
Position Power authority associated
with the leaders formal position in
the organization
Leader-Member Relations quality of
interpersonal relationships among a
leader and group members

3. Leadership Effectiveness
High LPC
relationship 1.00
oriented .80

Correlations
between
leader
LPC & group
performance

.60
.40
.20
0
-.20
-.40
-.60
Low LPC
-.80

task oriented
Favorable I
for leader

II

III

IV

VI

Unfavorable
VII
VIII
for leader

SOURCE: F. E . Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1964.) Reprinted with permission
of the author.
Copyright 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part.

Path-Goal Theory of
Leadership
Leader behavior
styles
Directive
Supportive
Participative
Achievementoriented
Follower
Characteristic
s
Ability level

Authoritarianis
m
Locus of
control

Follower path
perceptions
EffortPerformanceReward linkages

Follower
goals

Satisfaction
Rewards
Benefits

Workplace
characteristic
s
Task structure
Work group
Authority
system

Copyright 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part.

Vroom-Yetton-Jago
Normative Decision Model
Delegate

Facilitate

Use the
decision
method most
appropriate for
a given
decision
situation

Consult Group

Decide

Consult
Individually

Hersey-Blanchard Situational
Leadership Model
S3

Pa
rt
ic
ip
at
in
g

(high)

Leader
Behavior

Share ideas
& facilitate
In decision
making

(Supportive
Behavior)

Relationshi
p Behavior

Low-Rel
Low Task

S4 S1

De
le g
at
in
g

High Task
Low-Rel

Provide
specific
instructions &
closely
supervise
performance

Task Behavior

(Directive Behavior)

ng
lli
Te

(low)

S2

Explain
decisions
and provide
opportunity
High-Rel High Task for
clarification
Low Task High-Rel

Turn over
responsibility
for decisions
& implementation

(low)

Se
lli
ng

(high)

SOURCE: 2006 Reprinted with permission of the Center for Leadership Studies, Inc.,, Escondido, CA 92025. All rights reserved.

Hersey-Blanchard
Situational
Leadership Model
Follower Readiness
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

Follower
Directed

Leader
Directed

SOURCE: 2006 Reprinted with permission of the Center for Leadership Studies, Inc.,, Escondido, CA 92025. All rights reserved.
Copyright 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part.

Developments in Leadership
Theory
Leader - Member Exchange
(LMX)
In-Groups

Members similar to leader

Out-Groups

Managed by formal rules and

policies

Given greater responsibilities, Given less attention; fewer

rewards
rewards, attention
Within leaders inner circle of
communication

Outside the leaders

communication circle

High job satisfaction and

organizational commitment,
low turnover

More likely to retaliate against the

organization

Stress from added

responsibilities

Stress from being left out of

communication network

Copyright 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible web site, in whole or in part.

Developments in
Leadership Theory
Substitutes for
Leadership
Satisfying task
Performance feedback
Employees high skill
level
Team cohesiveness
Organizations formal
controls

Developments in Leadership
Theory
Transformational
Leadership

As a transactional
leader,
I use formal rewards
and punishments.
As a transformational
leader, I inspire and excite
followers to high levels
of performance.

Transformational
Leadership

Charismatic Leadership
Charismatic Leadership a leaders use
of personal abilities and talents in order
to have profound and 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
Photos courtesy of Clips Online, 2008 Microsoft Corporation

Authentic Leadership
Authentic Leadership a style of
leadership that includes
transformational, charismatic, or
transactional approaches as the
situation demands

Photos courtesy of Clips Online, 2008 Microsoft Corp

Emerging Issues in
Leadership
Emotional
Intelligence

Trust

Leadership
Issues
Servant
Leadership

Women
Leaders

Emotional Intelligence
Ability to recognize
and manage emotion
in oneself and others
Affects how leaders
make decisions

Comprised of
competencies
Self-awareness
Empathy
Adaptability
Self-confidence
Trust

Trust
Trust willingness
to be vulnerable
to the actions of
another

Gender

Photos courtesy of Clips Online, 2008 Microsoft Corpora

Servant Leadership
Leaders lead by serving
others
Employees

Customers

Community

Abusive Supervision
Negative behaviors include
Sexual harassment
Physical violence
Angry outbursts
Public ridicule
Taking credit for employees
successes
Scapegoating
employees
Affects 13.6
% of workers

Five Types of Followers

Independent, critical thinking
Alienated
followers

Passive

Effective
followers

Survivors

Sheep

Active

Yes
people

Dependent, uncritical thinking

SOURCE: Reprinted by permission of Harvard Business Review. From In Praise of Followers, by R. E. Kelley, (November
December, 1988, p. 145. Copyright 1988 by Harvard Business School Publishing Corporation. All rights reserved.

Dynamic Follower
Responsible steward of
his or her job
Effective in managing
the relationship with the
boss
Practices selfmanagement

courtesy
of Clips
Online,
site,
2008
Copyright 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated,Photos
or posted
to a publicly
accessible
web
in Microsoft
whole or inCorporation
part.

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

Photos courtesy of Clips Online, 2008 Microsoft Corporation

Guidelines for
Leadership
1. Unique attributes, predispositions, and
talents of each leader should be
appreciated
2. Organizations should select leaders
who challenge but not destroy the
organizational culture
3. Leader behaviors should demonstrate
a concern for people; it enhances
follower well-being

Guidelines for
Leadership
4. Different leadership situations
call for different leadership
talents and behaviors
5. Good leaders are
likely to be good
followers

Thank You