2. 2
Leadership Involves an Interaction Between the Leader, the Followers, and the Situation
Chapter
"Those who would give up essential Liberty, to purchase a little temporary Safety, deserve neither Liberty nor Safety." Benjamin Franklin

3. 2 Reading Objectives Chapter
The student will comprehend and appreciate the value of looking at leadership through several different perspectives.
The student will comprehend the interactional framework for analyzing leadership by understanding the roles of:
The Leader/The Followers/The Situation.
The student will comprehend the unique challenges for women in leadership.
The student will comprehend differences between leadership and management in the context of the interactional framework including the idea that L & M offer solutions to different kinds of problems.
The student will comprehend that there is no easy recipe for effective leadership.

4. Discussion Objectives2
Discussion Objectives
Chapter
Discuss the value of analyzing leadership through various different lenses.
Discuss the interactional framework for analyzing leadership by focusing on:
The leader / The follower / The situation.
Discuss if good women leaders are hard to find and why.
Discuss relationship between leadership and management through the interactional framework.
Discuss how leadership and management can be solutions to different problems.
Discuss the difficulty and complexity of effective leadership; there is no single approach that always works.

5. Looking at Leadership Through Several Lenses
Studying only leaders provides just a partial view of the leadership process.
Leadership depends on several factors, including the situation and the followers, not just the leader’s qualities.
Leadership is more than just the kind of person the leader is or the things the leader does.
The clearest picture of the leadership process occurs only when you use all three perspectives to understand it.

6. The Interactional Framework for Analyzing Leadership

7. The Interactional Framework for Analyzing Leadership (continued)
Depicts leadership as a function of three elements:
The leader
The followers
The situation
A particular leadership situation scenario can be examined using each level of analysis separately.
Examining interactions in the area of overlaps can lead to better understanding.
Leadership is the result of complex interactions among the leader, the followers, and the situation.

8. The Leader Individual aspects of the leadership equation:
Unique personal history
Interests
Character traits
Motivation
Training
As human beings effective leaders differ from their followers, and from ineffective leaders on elements such as:
Personality traits, cognitive abilities
Skills, values
Within the military you may find situations where the best leader is NOT the senior individual or the formally assigned leader.
Another way personality can affect leadership is through temperament.

9. The Leader (continued)
A leader’s experience or history in a particular organization is usually important to her or his effectiveness and credibility.
Power can be considered to come from five sources:
Position power (more managerial)
Legitimate, formal position in the organization
Reward, ability to bestow rewards
Coercive, ability to punish
Personal power (more leader based)
Expert, special knowledge or skills
Referent, followers emulation of the leader

10. The Followers
Certain aspects of followers affect the leadership process:
Expectations
Personality traits
Maturity levels
Levels of competence
Motivation
Workers who share a leader’s goals and values will be more motivated to do their work.
Common goals within a military unit can be directly influenced by command climate, communication of Commander’s Intent, esprit de corps, and many other leadership functions.

11. The Followers (continued)
The number of followers reporting to a leader can have significant implications.
Span of control, coordination, communication issues, personal contact, ability of subordinates, uniqueness of tasks, all may warrant changes in a Unit’s chain of command structure.
Other relevant variables include:
Follower’s trust in the leader.
Follower’s confidence or lack thereof in leader’s interest in their well-being.
Span of control, coordination, communication issues, personal contact, ability of subordinates, uniqueness of tasks, all may warrant changes in a Unit’s chain of command structure.
This is a combination of the Leader’s skills and personality, the followers skills and their personalities, the C4I equipment/issues of the situation and the situational requirements themselves. Consider General Mattis’ “flattening” of the command structure in Iraq to get more direct influence over a larger number of Commanders and improve interactions.

12. Changing Roles for Followers
The leader-follower relationship is in a period of dynamic change.
Trend toward greater power sharing and decentralized authority (Strategic Corporal) in organizations.
Increase in complex problems and rapid changes with a wider range of missions from day to day or deployment to deployment.
Followers can become better skilled at “influencing upward,” flexible and open to opportunities.

13. “You’ve got to give loyalty down, if you want loyalty up.”
The Situation
Leadership often makes sense only in the context of how the leader and followers interact in a given situation.
The situation may be the most ambiguous aspect of the leadership framework.
“You’ve got to give loyalty down, if you want loyalty up.”
~ Donald T. Regan, Former CEO and White House chief of staff

14. Are Good Women Leaders Different than Male counterparts?
Women are taking on leadership roles in greater numbers than ever before.
Some areas of the military are still not open to females.
Some research shows that there are no statistically significant differences between men’s and women’s leadership styles.
On the other hand, some previously considered undesirable “feminine traits” are proving to be useful for leaders.
The book seems to contradict itself a bit in this section. It says there are no differences but then the bottom of page 37 indicates there may be some at this point. This is borne out by other research that says that today’s female leaders are retaining and using more feminine qualities to their advantage, instead of mimicking the successful male of the past.

15. The Shift Toward More Women Leaders Within Our Culture
Factors that explain the shift toward more women leaders:
Women themselves have changed.
Leadership roles have changed.
Organizational practices have changed.
Culture has changed.

16. Leadership and Management Revisited
Managers
Innovate
Administer
Develop
Maintain
Inspire
Control
Long-term view
Short-term view
Ask what and why
Ask how and when
Originate
Initiate
Challenge the status quo
Accept the status quo
Do the right things
Do things right

17. Leader-Follower-Situation Interactions
Leaders create environments where follower’s innovations and creative contributions are welcome.
Leaders encourage growth and development in their followers beyond the scope of the job.
Leaders are generally more interested in the big picture of followers’ work than managers.
Leaders motivate followers through more personal and intangible factors.
Leaders redefine the parameters of tasks and responsibilities.

18. Manager-Follower-Situation Interactions
Managers are more likely to emphasize routinization and control of follower’s behavior.
Managers tend to assess followers’ performance in terms of explicit, fairly specific job descriptions.
Managers motivate followers more with extrinsic, even contractual consequences.
Managers tend to accept the definitions of situations presented to them.
Managers are likely to affect change officially, through control tactics.

19. Leadership and Management as Solutions to Different Kinds of Problems
A challenge is wholly or mostly adaptive in nature:
When people’s hearts and minds need to change.
If there is continuing conflict among people struggling with the challenge.
A crisis may be a reflection of an underlying or unrecognized adaptive problem.
What’s the work?
Who does the work?
Technical
Applying current know-how
Authorities
Adaptive
Discovering new ways
The people facing the challenge

20. A Final Word
Fairholm offers that an organization needs two different kinds of people at the helm: good leaders and good managers.
Deciding one is a good leader or a good manager is unnecessarily limiting and irrelevant.
The military does not have leaders versus managers, we have people who lead and manage to various degrees depending on their assignment.

21. There is no Simple Recipe for Effective Leadership
Leadership must always be assessed in the context of the leader, the followers, and the situation:
A leader may need to respond to various followers differently in the same situation.
A leader may need to respond to the same follower differently in different situations.
Followers may respond to various leaders quite differently.
Followers may respond to each other differently with different leaders.
Two leaders may have different perceptions of the same followers or situations.

22. Drawing Lessons From Experience
The right behavior in one situation is not necessarily the right behavior in another situation.
Though unable to agree on the one best behavior in a given situation, agreement can exist on some clearly inappropriate behaviors.
Saying that the right behavior for a leader depends on the situation differs from saying it does not matter what the leader does.

23. Summary
Leadership involves dynamic interaction between leaders and followers in a particular situation.
Study of leadership must include the followers and the situation.
The interactive nature of leader-followers-situation can help us better understand
The nature of the leader-follower relationship in various situations.
The increasingly greater complexity of situations leaders and followers face.
Good leadership can be enhanced by greater awareness of factors influencing the leadership process.

24. Discussion Objectives Review2
Discussion Objectives Review
Chapter
Discuss the value of analyzing leadership through various different lenses.
Discuss the interactional framework for analyzing leadership by focusing on:
The leader / The follower / The situation.
Discuss if good women leaders are hard to find and why.
Discuss relationship between leadership and management through the interactional framework.
Discuss how leadership and management can be solutions to different problems.
Discuss the difficulty and complexity of effective leadership; there is no single approach that always works.

25. Next session
Leadership is Developed Through Education and Experience
Read: Leadership, Chapter 3