2. 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. Kotter: Management and
Leadership
Management Characteristics
– Planning and budgeting
– Organizing and staffing
– Controlling and problem solving
Leadership Characteristics
– Setting a direction for the organization
– Using communication to align people with
that direction
– Motivating people to action through
empowerment and basic need gratification
5. Leadership vs. Management
Leaders and managers
– Have distinct personalities
– Make different contributions
Leaders agitate for Managers advocate for
change and new stability and
approaches status quo
Both make valuable contributions
Each one’s contributions are different
6. Leaders and Managers
Personality Manager Leader
Dimension
Attitudes Impersonal, passive, Personal, active; goals arise
toward goals functional; goals arise out from desire and imagination
of necessity and reality
Conceptions of Combines people, ideas, Looks for fresh approaches
work things; seeks moderate to old problems; seeks high-
risk, enables process risk with high payoffs
Relationships Prefers to work with Comfortable in solitary work;
with others others; avoids close and encourages close, intense
intense relationships, relationships; not averse to
avoids conflicts conflict
Sense of self Born once; accepts life as struggles for sense of order
it is; unquestioning questions life
7. 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
8. Leadership Behavioral
Theory: Lewin Studies
Autocratic Style – the leader uses strong,
directive, controlling actions to enforce the
rules, regulations, activities, and
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
9. Leadership Behavioral
Theory: 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
10. Leadership Behavioral
Theory: 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
11. Leadership Grid Definitions
• Leadership Grid – an approach to
understanding a leader’s or manager’s
concern for results (production) and
concern for people
• Organization Man (5,5) – a middle-of-
the-road leader
High
Concern for
5,5
People
Low
Low High
Concern for Production
12. Leadership Grid Definitions
• Authority Compliance Manager (9,1) –
a leader who emphasizes efficient
production
• Country Club Manager (1,9) – a leader
who creates a happy, comfortable work
environment High 1,9
Concern for
People
Low 9,1
Low High
Concern for Production
13. 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
High 9,9
Concern for
People
Low 1,1
Low High
Concern for Production
14. Leadership Grid Definitions
• Paternalistic “father knows best”
Manager (9+9) – a leader who promises
reward and threatens punishment
Opportunistic “what’s in it for me”
Manager (Opp) – a leader whose style
aims to maximize self benefit
15. Fiedler’s Contingency Theory
Fiedler’s Contingency Theory – classifies the
leaders need structure and favorableness of the
leader’s situation (task oriented or relation ship)
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
16. Vroom-Yetton-Jago
Normative Decision Model
Decide
Use the
decision Consult individually
method
most
appropriate Consult group
for a given
decision Facilitate
situation
Delegate
17. Hersey-Blanchard Situational
Leadership® Model
Leader Behavior
(high) S3 S2
Share ideas Explain
g
Se
Relationship Behavior
tin
and facilitate decisions
llin
ipa
In decision and provide
g
(Supportive Behavior)
tic
making opportunity
r
Pa
for
High-Rel High Task clarification
Low Task High-Rel
Low-Rel High Task
Low Task Low-Rel
g
tin
S4 S1
ga
Te
le
llin
Turn over Provide specific
De
g
responsibility instructions and
for decisions closely supervise
and implementation performance
(low) ®
(low) Task Behavior (high)
(Directive Behavior)
18. Hersey-Blanchard Situational
Leadership® Model
Follower Readiness
High Moderate Low
R4 R3 R2 R1
Able and Able but Unable but Unable
willing or unwilling willing or and
confident or confident unwilling
insecure or
insecure
Follower Leader
Directed Directed
19. Developments in
Leadership Theory
Leader–Member Exchange
In-groups Out-Groups
• Members similar to • Managed by formal rules and
leader policies
• Given greater • Given less attention; fewer
responsibilities, rewards, rewards
attention • Outside the leader’s
• Within leader’s inner circle of communication circle
communication • More likely to retaliate against
• High job satisfaction and the organization
organizational commitment, • Stress from being left
low turnover out of communication
• Stress from added network
responsibilities
20. Developments in
Leadership Theory
Transformational Leadership
As a transactional
leader, I use formal
rewards
and punishments.
As a transformational
leader, I inspire and
excite followers to high
levels of performance.
21. 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
• Potential for high achievement
and performance
• Potential for destructive and
harmful courses of action
22. Emerging Issues in
Leadership
Emotional Intelligence
Trust
Women Leaders
Servant Leadership
25. Dynamic Follower
• Responsible
steward of his or
her job
• Effective in
managing the
relationship with
the boss
• Practices self-
management
26. Cultural Differences in
Leadership
Essential for
Leadership leaders to
viewed understand
differently other cultures
across cultures
Leaders need to alter approaches when
crossing national boundaries
27. Guidelines for Leadership
• Unique attributes, 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
