1. © 2009 Cengage Learning. All rights reserved. Chapter 12 Leadership and Followership Learning Outcomes 1 Discuss the differences between leadership and management and between leaders and managers. 2 Explain the role of trait theory in describing leaders. 3 Describe the role of foundational behavioral research in the development of leadership theories. 4 Describe and compare the four contingency theories of leadership. 5 Discuss the recent developments in leadership theory of leader–member exchange and inspirational leadership. 6 Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models. 7 Define followership and identify different types of followers. 8 Synthesize historical leadership research into key guidelines for leaders.

2. © 2009 Cengage Learning. All rights reserved. Learning Outcome Discuss the differences between leadership and management and between leaders and managers. 1

3. © 2009 Cengage Learning. All rights reserved. Leadership and Followership 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 – the process of being guided and directed by a leader in the work environment

4. © 2009 Cengage Learning. All rights reserved. Management and Leadership Management –Reduces uncertainty –Stabilizes organizations According to Kotter: Leadership –Creates uncertainty –Creates change

5. © 2009 Cengage Learning. All rights reserved. Management and Leadership –Setting a direction for the organization –Using communication to align people with that direction –Motivating people to action through empowerment and basic need gratification MANAGEMENT –Planning and budgeting –Organizing and staffing –Controlling and problem solving LEADERSHIP

6. © 2009 Cengage Learning. All rights reserved. Leadership vs. Management Leaders and managers –Have distinct personalities –Make different contributions Both make valuable contributions. Each one’s contributions are different. Leaders agitate for change and new approaches. Managers advocate for stability and status quo.

7. Leaders and Managers Personality Dimension ManagerLeader Attitudes toward goals Impersonal, passive, functional; goals arise out of necessity and reality Personal, active; goals arise from desire and imagination Conceptions of work Combines people, ideas, things; seeks moderate risk, enables process 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 selfBorn once; accepts life as it is; unquestioning Born twice; struggles for sense of order questions life 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.

8. © 2009 Cengage Learning. All rights reserved. Learning Outcome Explain the role of trait theory in describing leaders. 2

9. © 2009 Cengage Learning. All rights reserved. [Early Trait Theories] Distinguished leaders by –Physical attributes –Personality characteristics –Social skills and speech fluency –Intelligence and scholarship –Cooperativeness –Insight Early trait theory research resulted in controversial findings

10. © 2009 Cengage Learning. All rights reserved. Learning Outcome Describe the role of foundational behavioral research in the development of leadership theories. 3

11. © 2009 Cengage Learning. All rights reserved. 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 Autocratic Style – the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships; followers have little discretionary influence LEWIN STUDIES LEADERSHIP BEHAVIORAL THEORY

12. © 2009 Cengage Learning. All rights reserved. LEADERSHIP BEHAVIORAL THEORY [Initiating Structure] – [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] – [Consideration] – leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit OHIO STATE

13. © 2009 Cengage Learning. All rights reserved. LEADERSHIP BEHAVIORAL THEORY 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 MICHIGAN

14. © 2009 Cengage Learning. All rights reserved. Concern for People Concern for Production High Low Leadership Grid Definitions Leadership Grid – an approach to understanding a leader’s or manager’s concern for results (production) and concern for people 5,5 Organization Man (5,5) – a middle-of- the-road leader Source: The Leadership Grid ® figure. Paternalism Figure and Opportunism from Leadership Dilemmas—Grid Solutions. by Robert R. Blake and Anne Adams McCanse (Formerly the Managerial 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.

15. © 2009 Cengage Learning. All rights reserved. Concern for People Concern for Production High Low Leadership Grid Definitions Country Club Manager (1,9) – a leader who creates a happy, comfortable work environment 1,9 9,1 Authority Compliance Manager (9,1) – a leader who emphasizes efficient 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 Managerial 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.

16. © 2009 Cengage Learning. All rights reserved. Concern for People Concern for Production High Low Leadership Grid Definitions Impoverished Manager (1,1) – a leader who exerts just enough effort to get by 1,1 9,9 Team Manager (9,9) – a leader who builds a highly productive team of committed people Source: The Leadership Grid ® figure. Paternalism Figure and Opportunism from Leadership Dilemmas—Grid Solutions. by Robert R. Blake and Anne Adams McCanse (Formerly the Managerial 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.

17. © 2009 Cengage Learning. All rights reserved. Leadership Grid Definitions Paternalistic “father knows best” Manager (9+9) – a leader who promises reward and threatens punishment Concern for People Concern for Production High Low 1,9 9,1 9+9 Source: The Leadership Grid ® figure. Paternalism Figure and Opportunism from Leadership Dilemmas—Grid Solutions. by Robert R. Blake and Anne Adams McCanse (Formerly the Managerial 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.

18. © 2009 Cengage Learning. All rights reserved. Leadership Grid Definitions Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit Opportunistic Management Concern for People Concern for Production High Low 1,9 9,1 9,9 1,1 5.5 1,9 9,1 9+9 Source: The Leadership Grid ® figure. Paternalism Figure and Opportunism from Leadership Dilemmas—Grid Solutions. by Robert R. Blake and Anne Adams McCanse (Formerly the Managerial 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.

19. © 2009 Cengage Learning. All rights reserved. Learning Outcome Describe and compare the four contingency theories of leadership. 4

20. © 2009 Cengage Learning. All rights reserved. Fiedler’s Contingency Theory Fiedler’s Contingency Theory – classifies the favorableness of the leader’s 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 group’s work activities –Position Power – authority associated with the leader’s formal position in the organization –Leader–Member Relations – quality of interpersonal relationships among a leader and group members

21. Leadership Effectiveness in the Contingency Theory High LPC relations oriented Correlations between leader LPC & group performance Low LPC task oriented 1.00.80.60.40.20 0 -.20 -.40 -.60 -.80 I II III IV V VI VII VIII Unfavorable for leader Favorable for leader SOURCE: F. E. Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1964.) Reprinted with permission of the author. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

22. Path–Goal Theory of Leadership Leader behavior styles Directive Supportive Participative Achievement oriented Follower path perceptions Effort–Performance– Reward linkages Follower goals Satisfaction Rewards Benefits Workplace characteristics Task structure Work group Authority system Follower Characteristics Ability level Authoritarianism Locus of control Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

23. Vroom-Yetton-Jago Normative Decision Model Consult individuallyConsult groupDecide Facilitate Delegate Use the decision method most appropriate for a given decision situation

24. Hersey-Blanchard Situational Leadership ® Model Leader Behavior Task Behavior (Directive Behavior) (Supportive Behavior) Relationship Behavior (low)(high) (low) (high) S3 Share ideas and facilitate In decision making S2 Explain decisions and provide opportunity for clarification S1 Provide specific instructions and closely supervise performance S4 Turn over responsibility for decisions and implementation Low-Rel Low Task High Task High-Rel High Task Low-Rel High-Rel Low Task Delegating Participating Selling Telling SOURCE: P. Hersey and K. H. Blanchard and D.E. Johnson, Management of Organizational Behavior: Leading Human Resources, 8th ed. (Upper Saddle River, N.J.: Pearson Education, Inc., 2001). 182. Copyright © 2001. Center for Leadership Studies, Escondido, CA. Used with permission. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved ®

25. © 2009 Cengage Learning. All rights reserved. HighModerateLow R4R3R2R1 Able and willing or confident Able but unwilling or insecure Unable but willing or confident Unable and unwilling or insecure Leader Directed Follower Directed Follower Readiness Hersey-Blanchard Situational Leadership ® Model SOURCE: P. Hersey and K. H. Blanchard and D.E. Johnson, Management of Organizational Behavior: Leading Human Resources, 8th ed. (Upper Saddle River, N.J.: Pearson Education, Inc., 2001). 182. Copyright © 2001. Center for Leadership Studies, Escondido, CA. Used with permission.

26. © 2009 Cengage Learning. All rights reserved. Learning Outcome Discuss the recent developments in leadership theory of leader–member exchange and inspirational leadership. 5

27. © 2009 Cengage Learning. All rights reserved. Leader-Member Exchange In-groups Members similar to leader Given greater responsibilities, rewards, attention Within leader’s inner circle of communication High job satisfaction and organizational commitment, low turnover Stress from added responsibilities Out-Groups Managed by formal rules and policies Given less attention; fewer rewards Outside the leader’s communication circle More likely to retaliate against the organization Stress from being left out of communication network

28. © 2009 Cengage Learning. All rights reserved. Satisfying task Performance feedback Employee’s high skill level Team cohesiveness Organization’s formal controls Developments in Leadership Theory Substitutes for Leadership

29. © 2009 Cengage Learning. All rights reserved. As a transformational leader, I inspire and excite followers to high levels of performance. Developments in Leadership Theory Transformational Leadership As a transactional leader, I use formal rewards and punishments.

30. © 2009 Cengage Learning. All rights reserved. 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 and performance Potential for destructive and harmful courses of action

31. © 2009 Cengage Learning. All rights reserved. A recent study of a food and beverage company’s executives correlated higher performance evaluations with more extensive use of humor. Sir Richard Branson, founder of Virgin Group, identifies “play” as one of the five principles that have helped him succeed—practical jokes on co-workers, unusual and surprising employee rewards, promotional hot-air balloon races. Beyond the Book: Is a Funny Workplace a Better Workplace?

32. © 2009 Cengage Learning. All rights reserved. Learning Outcome Discuss how issues of emotional intelligence, trust, gender, and servant leadership are informing today’s leadership models. 6

33. © 2009 Cengage Learning. All rights reserved. Emerging Issues in Leadership Trust Emotional Intelligence Women Leaders Servant Leadership

34. © 2009 Cengage Learning. All rights reserved. Emergence of Women Leaders

35. © 2009 Cengage Learning. All rights reserved. Temporary staffing agency Kelly Services hires women extensively, and helps them advance to leadership positions within the company. When 75% of a company's workforce is female, women lead the company at the highest levels; senior vice presidents Joan Brancheau, Dana Curtis, and Carol Johnson report directly to the CEO. Kelly promotes woman leadership with skill development support, an equitable pay grade, and numerous opportunities for career advancement. Beyond the Book: Women Leaders at Kelly Services

36. © 2009 Cengage Learning. All rights reserved. Learning Outcome Define followership and identify different types of followers. 7

37. © 2009 Cengage Learning. All rights reserved. Five Types of Followers Dependent, uncritical thinking Independent, critical thinking Passive Active 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. Survivors Yes people Effective followers Sheep Alienated followers

38. © 2009 Cengage Learning. All rights reserved. Responsible steward of his or her job Effective in managing the relationship with the boss Practices self- management Beyond the Book: Dynamic Follower

39. © 2009 Cengage Learning. All rights reserved. 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

40. © 2009 Cengage Learning. All rights reserved. Learning Outcome Synthesize historical leadership research into key guidelines for leaders. 8

41. © 2009 Cengage Learning. All rights reserved. Guidelines for Leadership Unique attributes, predispositions, and 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

42. © 2009 Cengage Learning. All rights reserved. Leadership and Followership Caring Leadership Dynamic Followership go hand-in-hand

43. © 2009 Cengage Learning. All rights reserved. Ray Hood-Phillips' prior work in diversifying fast-food workplaces recommended her to Jim Adamson, Denny's CEO Called on to reverse the racially tense atmosphere at Denny's, Hood-Phillips not only led changes, but kept her superiors accountable for their own initiatives The result? Fortune recently named Denny's one of the Best Companies for Minorities. Led by Hood-Phillips, Denny's diversity training program has turned around its work culture and reputation. Beyond the Book: Ray Hood Phillips: Leader & Dynamic Follower