1. 1-1 McGraw-Hill/Irwin copyright © 2009 by The McGraw-Hill Companies, inc. All Rights Reserved

2. 1-2 McGraw-Hill/Irwin copyright © 2009 by The McGraw-Hill Companies, inc. All Rights Reserved Leadership Involves an Interaction Between the Leader, the Followers, and the Situation “The crowd will follow a leader who marches twenty steps in advance; but if he is a thousand steps in front of them, they do not see and do not follow him.” ~ Georg Brandes Chapter 22

3. 2-3 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 lenses to understand it.

4. 2-4 The Interactional Framework for Analyzing Leadership

5. 2-5 Leader Member Exchange Theory Leader–member exchange (LMX) theory takes conceptualizes leadership as a process that is centered on the interactions between leaders and followers. LMX theory makes the dyadic (ikili) relationship between leaders and followers the focal (merkez) point of the leadership process.

6. 2-6 LMX LMX theory directed researchers’ attention to the differences that might exist between the leader and each of the leader’s followers.

7. 2-7 LMX Leader-Member Exchange Theory describes two kinds of relationships that occur among leaders and followers: –In-group members –Out-group members LMX theory has broadened to include entire continuum of relationships that leaders may have with members. The theory looks at the nature of the relationship between the leader and the followers.

8. 2-8 LMX A leader (L) and his or her subordinates (S) form unique relationships. Relationships within the in-group are marked by mutual trust, respect, liking, and reciprocal influence. Relationships within the out-group are marked by formal communication based on job descriptions. Plus 3 is a high-quality relationship, and zero is a stranger.

9. 2-9 LMX Subordinates in the in-group receive more information, influence, confidence, and concern from their leaders than do out- group subordinates, In-group members are more dependable, more highly involved, and more communicative than out-group subordinates, In-group members do extra things for the leader and the leader does the same for them, Subordinates in the out-group are less compatible with the leader and usually just come to work, do their job, and go home.

10. 2-10 How LMX theory might be related to organizational effectiveness ? Perceived high-quality leader–member exchange was positively related to feelings of energy in employees, which, in turn, was related to greater involvement in creative work. High-quality leader–member relationships include special treatment, increased job-related communication, sufficient access to supervisors, and increased performance-related feedback

11. 2-11 Transactional versus Transformational Leadership Transactional leadershipTransactional leadership refers to the bulk of leadership models, which focus on the exchanges that occur between leaders and their followers. Politicians who win votes by promising “no new taxes” are demonstrating transactional leadership. Managers who offer promotions to employees who surpass their goals are exhibiting transactional leadership. Teachers are being transactional when they give students a grade for work completed.

12. 2-12 Transformational leadershipTransformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. This type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential

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14. 2-14 Transformational Leaders Transformational leadership is part of the “New Leadership” paradigm, which gives more attention to the charismatic and affective elements of leadership.

15. 2-15 As its name implies, transformational leadership is a process that changes and transforms people. It is concerned with: emotions, values, ethics, standards, long-term goals

16. 2-16 It includes assessing followers’: motives, satisfying their needs, treating them as full human beings.

17. 2-17 Charisma a special gift !

18. 2-18 Charismatic Leadership

19. 2-19 In essence, the charisma factor describes people who are special and who make others want to follow the vision they put forward. A person whose leadership exemplifies the charisma factor is Nelson Mandela, the first non-White president of South Africa. Mandela is viewed as a leader with high moral standards and a vision for South Africa that resulted in monumental change in how the people of South Africa would be governed. His charismatic qualities and the people’s response to them transformed an entire nation.

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22. 2-22 Charisma, being a strong role model Refering to emotions Challenge and support followers own creativity, beliefs and norms… Listen every follower carefully.. corrective criticism, negative feedback, and negative reinforcement effort by followers is exchanged for specified rewards

23. 2-23 Servant Leadership [Servant leadership] begins with the natural feeling that one wants to serve, to serve first. Then conscious(akılcıl) choice brings one to aim to lead. Servant leaders place the good of followers over their own self-interests and emphasize follower development.

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