OB 58 OB Ch12 Leadership and Followership

Chapter 12
Nelson & Quick
Leadership and Followership

Leadership & Followership
Leadership - the process of guiding & 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 - 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 Effective

produces useful management
change controls complexity
Effective
Effective leadership
leadership ++ good
good management
management ==
healthy
healthy organizations
organizations
Management Process
Reduces uncertainty
Provides stability
Components
Planning & budgeting
Organizing and staffing Manager

Controlling & problem Most often an
solving advocate for stability
and the
status quo
Leadership Process
Creates uncertainty
Creates change
Components
Setting organizational direction
Aligning people with the
direction via communication Leader

Motivating people to action an advocate for
Empowerment change and new
approaches to
Gratify needs
problems
Leaders and Managers
Personality Manager Leader
Dimension
Attitudes Impersonal, passive, Personal, active, goals
toward goals functional; goals arise arise from desire,
out of necessity, reality imagination
Conceptions Combines people, Looks for fresh
of work ideas, things; seeks approaches to old
moderate risk problems; seeks high risk
Relationships Prefers to work with Comfortable in solitary
with others others; avoids close work; encourages close
relationships and relationships, not averse
conflicts to conflict
Sense of self Accepts life as it is; Questions life; struggles
unquestioning for sense of order
SOURCE: Reprinted by permission of Harvard Business Review. From A. Zaleznik, Managers and Leaders: Are They Different? Harvard Business Review 55 (1977):
67-77. Copyright 1977 by the Harvard Business School Publishing Corporation; all rights reserved.
Leadership Behavioral Theory:
Lewin Studies
Autocratic Style - the leader uses strong,
directive, controlling actions to enforce the
rules, regulations, activities, & 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
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.
Michigan Studies
Production-Oriented Leader
Constant leader influence
Direct or close supervision
Many written or unwritten rules and
regulations
Focus on getting work done
Employee-Oriented Leader
Relationship-focused environment
Less direct/close supervision
Fewer written or unwritten rules and
regulations
Focus on employee concern and needs
Leadership Grid Definitions
Leadership Grid an approach to understanding a

leaders or managers concern for results
(production) and concern for people
Organization Man (5,5) A middle-of-the-road
leader
Authority Compliance Manager (9,1) a leader
who emphasizes efficient production
Country Club Manager (9,1) a leader who
creates a happy, comfortable work environment
Leadership Grid Definitions
Team Manager (9,9) a leader who builds a highly

productive team of committed people
Impoverished Manager (1,1) A leader who exerts
just enough effort to get by
Paternalistic father knows best Manager
(9+9) a leader who promises reward and
threatens punishment
Opportunistic whats in it for me Manager
(Opp) a leader whose style aims to maximize self-
benefit
Opportunistic
High
Leadership Grid management
9 1,9 9,9
8 Country club Team
management management
7
Concern Paternalism/
for 6 Maternalism
management
People 5 9+9
5,5
Organization man
4
management
3 Authority-
Impoverished obedience
2 management management
1 1,1 9,1
Low 1 2 3 4 5 6 7 8 9 High
Concern for production
SOURCE: The Leadership Grid figure, Paternalism Figure and Opportunism from Leadership Dilemmas - Grid Solutions, by Robert R. Blake and Anne Adams
McCanse. (Formerly the Manageerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, (Grid Figure: p. 29, Paternalism Figure: p.
30, Opportunism Figure: p. 31). Copyright 1991 by Blake and Mouton, and Scientific Methods, Inc. Reproduced by permission of the owners.
Fiedlers Contingency Theory
Fiedlers Contingency Theory - classifies the favorableness
of the leaders situation
Least Preferred Coworker (LPC) - the person a leader
has least preferred to work with over his or her career

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

Leadership Effectiveness in the
Contingency Theory
High LPC 1.00
relations oriented .80
.60
Correlations .40
between leader .20
0
LPC & group -.20
performance -.40
-.60
Low LPC -.80
task oriented
Favorable I II III IV V VI VII VIII Unfavorable
for leader for leader
I II III IV V VI VII VIII
Leader-member G G G G MPoor MPoor MPoor MPoor
relations
Task structure S S U U S S U U
Leader position Strong Weak Strong Weak Strong Weak Strong Weak
power
SOURCE: F. E . Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1964.) Reprinted with permission of the author.
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
Vroom-Yetton-Jago Normative
Decision Model
Decide
Use the
decision Consult individually
method
most
appropriate Consult group
for a given
decision Facilitate
situation
Delegate
Hersey-Blanchard Situational
Leadership Model
Leaders concern with task
Low High
SOURCE: Adapted from P. Hersey and K. H.
Blanchard, Management of Organizational
Behavior: Utilizing Human Resources, 3rd ed.
(Upper Saddle River, N.J.: Prentice-Hall,
1977),170.
High
Leaders
concern
with
relationship
Low
Mature Willing/Able Unwilling/able Willing/unable Unwilling/unable Immature

Employees Employees
4 3 2 1
Developments in
Leadership Theory
Leader-Member Exchange
In-groups Out-Groups
Members similar to leader Managed by formal rules and
Given greater responsibilities, policies
rewards, attention Less attention; fewer rewards
Within leaders inner circle Outside the circle
of communication More likely to retaliate
High job satisfaction and against the organization
organizational commitment, low Stress from being left
turnover out of communication
Stress from added responsibilities network
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
& punishments.
As a
transformational leader,
I inspire and excite
followers to high levels
of performance.
Charismatic Leadership
Charismatic Leadership - the use, by a leader, of

personal abilities & talents in order to have
profound & extraordinary effects on followers
Charisma - means gift in Greek
Charismatic leaders use referent power
Potential for high achievement & performance
Potential for destructive & harmful courses of
action
Emerging Issues in Leadership
Emotional Intelligence
Trust
Leading Virtual Teams
Women Leaders
Servant Leadership
Emergence of Women Leaders
Five Types of Followers
Independent, critical thinking
Alienated Effective
followers followers
Survivors
Passive Active
Yes
Sheep people
SOURCE: Reprinted by permission of
Harvard Business Review. From In
Praise of Followers, by R. E. Kelley,
Vol. 66 1988, p. 145. Copyright 1988
by Harvard Business School Publishing
Corporation.
Dependent, uncritical thinking

Dynamic Follower
Responsible steward of his

or her job
Effective in managing the
relationship with the boss
Practices self-management
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

OB 58 OB Ch12 Leadership and Followership

Uploaded by

Copyright:

Available Formats

OB 58 OB Ch12 Leadership and Followership

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

OB 58 OB Ch12 Leadership and Followership

Uploaded by

Copyright:

Available Formats

Chapter 12

Nelson & Quick

Leadership and Followership

Effective leadership Effective

Organizing and staffing Manager

Aligning people with the

direction via communication Leader

Democratic Style - the leader takes

Laissez-Faire Style - the leader fails to

Consideration Leader behavior aimed at

Leadership Grid an approach to understanding a

Team Manager (9,9) a leader who builds a highly

has least preferred to work with over his or her career

groups work activities

formal position in the organization

relationships among a leader and group members

Mature Willing/Able Unwilling/able Willing/unable Unwilling/unable Immature

Charismatic Leadership - the use, by a leader, of

Leading Virtual Teams

Dependent, uncritical thinking

Responsible steward of his

You might also like