4e
Nelson/Quick
Chapter 12
Leadership
and
Followership
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Outcomes
 Discuss the differences between leadership and
management and between leaders and managers
 Explain the role of trait theory in describing leaders
 Describe the role of foundational behavioral
research in the development of leadership theories
 Describe and compare the four contingency
theories of leadership
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2
Learning Outcomes
 Discuss the recent developments in leadership
theory of leader-member exchange and
inspirational leadership
 Discuss how issues of emotional intelligence, trust,
gender, and servant leadership are informing
today’s leadership models
 Define followership and identify different types of
followers
 Synthesize historical leadership research into key
guidelines for leaders
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
3
Leadership
 Guiding and directing the behavior of people in the
work environment
 Formal leadership: Officially sanctioned leadership
based on the authority of a formal position
 Informal leadership: Unofficial leadership accorded
to a person by other members of the organization
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4
Table 12.1 - Leaders and Managers
SOURCE: Reprinted by permission of Harvard Business Review. From “Managers and Leaders: Are They Different?” by A. Zaleznik (January 2004).
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
5
The Lewin, Lippitt, and White
Studies
 Autocratic style: Leader uses strong, directive
actions to control the rules, activities, and
relationships in the work environment
 Democratic style: Leader uses interaction and
collaboration with followers to direct the work and
work environment
 Laissez-faire style: Leader has a hands-off approach
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
6
Ohio State Studies
 Initiating structure: Defining and organizing work
relationships and roles
 Establishing clear patterns of organization,
communication, and ways of getting things done
 Consideration: Nurturing friendly, warm working
relationships
 Encouraging mutual trust and interpersonal respect
within the work unit
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7
Michigan Studies
Production-oriented style
• Focuses on getting things done
• Direct, close supervision
• Many rules to control behavior
Employee-oriented style
•
•
•
•
Focuses on relationships
Less direct or less close supervision
Fewer rules to control behavior
Concern for people and their needs
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
8
Fiedler’s Contingency Theory
 Leadership style must be appropriate for a
particular situation
 Least preferred coworker (LPC): Person a leader
has least preferred to work with
 LPC scale - Classifies leaders
 Relationship-oriented leaders or high LPC - Describe
their LPC in positive terms
 Task-oriented leaders or low LPC - Describe their LPC
in negative terms
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
9
Figure 12.3 - The Path-Goal Theory of
Leadership
©Cengage Learning 2013
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
10
Vroom-Yetton-Jago Normative Decision
Model
Decide
Consult individually
Forms of
Decision
Making
Consult group
Facilitate
Delegate
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
11
Figure 12.5 - The Situational Leadership
SOURCE: From Phillips/Gully Organizational Behavior, 1e. © 2012 South-Western, a part of Cengage Learning, Inc. Reproduced by permission.
www.cengage.com/permissions
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
12
Leader-Member Exchange Theory
In-group members
• Similar to the leader
• Greater responsibilities, more
rewards, and more attention
• More satisfied, lower turnover
• Likely to engage in
organizational citizenship
behavior
• Stress comes from the
additional responsibilities
Out-group members
• Receive less attention and
fewer rewards
• Managed by formal rules and
policies
• Likely to retaliate against the
organization
• Stress comes from being left
out of the communication
network
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
13
Inspirational Leadership Theories
 Transformational leadership - Inspires followers to
high levels of performance
 Sub-dimensions - Charisma, individualized
consideration, inspirational motivation, and
intellectual stimulation
 Charismatic leadership: Uses the force of personal
abilities and talents to have profound effects on
followers
 Has potential to elicit high levels of performance
from followers
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
14
Emerging Issues in Leadership
Emotional intelligence
• Ability to recognize and manage emotion in oneself and in others
Trust
• Effective leaders understand whom to trust and how to trust
Gender and leadership
• Glass cliff - Trend in organizations wherein more women are placed in difficult
leadership situations
Servant leadership
• Refers to belief that leaders should serve employees, customers, and the community
Abusive supervision
• Negative leadership behavior that diminishes employee well-being along with
increased deviance behavior
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15
Followership
 Process of being guided and directed by a leader in
the work environment
 Emphasizes the follower’s individual responsibility
and self-control
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
16
Figure 12.6 - Five Types of Followers
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
17