1、Chapter 12 Leadership & Followership,Leadership & Followership,Leadership - the process of guiding & directing the behavior of people in the work environment Formal leadership - the officially sanctioned leader-ship based on the authority of a formal position Informal leadership - the unofficial lea
2、dership 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 + good management = heal
3、thy organizations,Management Process,Reduces uncertainty Provides stability Components Planning & budgeting Organizing and staffing Controlling & problem solving,Leadership Process,Creates uncertainty Creates change Components Setting organizational direction Align people with the direction via comm
4、unication Motivate people to action Empowerment Need gratification,Leadership Theories,What is Leadership?The ability to influence a group towards the achievement of goals.,“We want all our leaders - from politicians to movie stars - to stir our souls a little, and we want the same thing from our ma
5、nagers. They have become the most significant figures in our society, with as central a roleto play as generals, lords, oracles, or politicians played in centuries past, and we look to them for more than guidance.” T. Leal (1996). “Today, the subject of leadership is central to any discussion of the
6、 modern organization.” P. L. Brill, R. Worth (1997). “Great leaders dont just ride waves, they make them.” W. Bennis (1996).,Leadership Process,Managers exercise leadership behavior to influence subordinates behavior to achieve goal directed results.,Leader and Follower Attributions Influence Leader
7、ship Outcomes,Observation of Poor Quality of Production Rejects Excess Scrap Returned Products ExcessiveProduction Costs,Causal Attribution of Poor Quality Internal Causes Low Effort Low Commitment Lack of AbilityExternal Causes Improper Equipment Unfair Deadlines Illness of Production Team Members,
8、Leader Behavior in Response to Attributions Reprimand Transfer Demotion Redesign Job Personal Concern Training,Perceived Source of Responsibility,Information Cues Distinctiveness Consistency Consensus,Link #1,Link #2,Managers Perform Interpersonal, Informational, and Decision-Making Roles,Figurehead
9、LeaderLiaison,Acts as a symbol or representative of the organization Performs diverse ceremonial dutiesInteracts with subordinates Motivates and develops employeesEstablishes a network of contacts to gather information for the organization,Attends Chamber of Commerce meetings Heads the local United
10、Way drive Represents the president of the firm at an awards banquetConducts quarterly performance interviews Selects training opportunities for subordinatesBelongs to professional associations Meets over lunch with peers in other organizations,Role,Description,Examples,(Cont.),MonitorDisseminatorSpo
11、kes- person,Gathers information from the environment inside and outside the organizationTransmits both factual and value information to subordinatesGives information to people outside the organization about its performance and policies,Attends meetings with subordinates Scans company publications Pa
12、rticipates in company wide committeesConducts staff meetings Sends memos to staff Meets informally with staff on a one-to-one basis to discuss current and future projectsOversees preparation of the annual report Prepares advertising copy Speaks at community and professional meetings,Role,Description
13、,Examples,(Cont.),EntrepreneurDisturbance handlerResource allocatorNegotiator,Designs and initiates changes in the organizationDeals with problems that arise when organizational operations break downControls the allocation of people, money, materials, and timeParticipates in negotiation activities,R
14、edesigns the jobs of subordinates Introduces flexible working hours Brings new technology to the jobFinds a new supplier on short notice for and out-of-stock part Replaces unexpectedly absent workers Deals with machine breakdownsSchedules his or her own time Programs subordinates work effort Prepare
15、s the budgetHires a new employee Determines compensation,Role,Description,Examples,Specific Combinations of Roles,Managerial Job Type,Key Roles,Examples,Contact personPolitical managerEntrepreneurInsider,Liaison, figureheadSpokesperson, negotiatorEntrepreneur, negotiatorResource allocator,Sales mana
16、ger Chief executive in service industryTop government, hospital, university managerOwner of small, young business CEO of rapidly changing, large organizationMiddle or senior production or operations manager Manager rebuilding after crisis,Leadership Theory Typology,Universal,Traits,Contingent,Type I
17、,Type III,Behaviors,Type II,Type IV,Degree of generalizability,Leader attribute,Reprinted by permission, A. G. Jago, “Leadership Perspectives in Theory and Research,” Management Science 22 (1982): 316. Copyright 1982, The Institute of Management Sciences (currently INFORMS), 901 Elkridge Landing Roa
18、d, Suite 400, Linthicum, Maryland 21090-2909 USA.,Type I Universal Trait Theories of Leadership,Universal Trait theories - attempt to identify the traits &/or inherent attributes of leaders & the impact of these traits &/or styles on followers Early Type I theories focused on a leaders physical attr
19、ibutes, personality, & ability Current Type I theories focus attention on the distinctions between leaders & managers focus on charismatic leadership,Transactional & Transformational Leadership,Leaders as Distinct Personalities,Leader - an advocate for change & new approaches to problems,Manager - a
20、n advocate for stability & the status quo,Do not rock,Leaders & Managers,Emergence of Women Leaders,Gender,“A womans place is in the House, And in the Senate.“ Geraldine Ferraro “Gender roles attitudes are shaped not only by social structural factor, but also by cultural factors, such as religious t
21、raditions.” Haller, 1994,Gender Differences?,Gender: Do Males and Females Lead Differently? In general, women fall back on a democratic leadership style. Men feel more comfortable with a directive style,Charismatic Leadership,Charismatic leadership - the use, by a leader, of personal abilities & tal
22、ents in order to have profound & extraordinary effects on followers Charisma - gift in Greek Charismatic leaders use referent power Potential for high achievement & performance Potential for destructive & harmful courses of action,Transactional Leaders,Contingent RewardManagement by ExceptionLaissez
23、-FaireTraditional Style of Leadership,Characteristics of Charismatic Leaders,Self-confidence Vision Ability to articulate the vision Strong convictions about the vision Behavior that is often out of the ordinary Perceived as being a change agent,Transformational Leadership,Charisma Inspiration Visio
24、n Intellectual Stimulation Individualized Consideration,Transactional vs Transformational,Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational leaders provide individualized consideration, intellectua
25、l stimulation, and possess charisma. Transformational leadership builds on top of transactional leadership.,Type II Universal Behavior Theories of Leadership,Universal behavior theories - discriminate the leaders actions from the followers perspective Early Type II theories classified leaders by sty
26、le: autocratic, democratic, or laissez-faire Current Type II theories examine common behavior dimensions of all leaders help organizations train & develop leaders rather than select them,Leadership Style & Emotional Climate,University of Michigan,Production Centered emphasize technical or task aspec
27、ts.Employee Centered emphasizing interpersonal relations.,Leadership Behaviors Ohio State Studies,Initiating structure - leader behavior aimed at defining & organizing work relationships & roles, as well as establishing clear patterns of organization, communications, & ways of getting things done,Co
28、nsideration - leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust & interpersonal respect within the work unit,The Ohio State Studies Suggested that Leaders High on Both Initiating Structure and Consideration Had the Best Outcomes,HIGH,LOW,HIG
29、H,LOW,High PerformanceLow Grievance RateLow Turnover,Low PerformanceLow Grievance RateLow Turnover,Low PerformanceHigh Grievance RateHigh Turnover,High PerformanceHigh Grievance RateHigh Turnover,MANAGERS INITIATING STRUCTURE,Leadership Styles in Japan,P-oriented behavior encourages a fast work pace
30、 emphasizes good quality & high accuracy, works toward high-quantity production demonstrates concern for rules & regulations,M-oriented behavior sensitive to employees feelings emphasizes comfort in the work environment works to reduce stress levels demonstrates appreciation for follower contributio
31、ns,Source: Reprinted from “The Performance-Maintenance (PM) Theory of Leadership: Review of a Japanese Research Program by J. Misumi and M. F. Peterson published in Administrative Science Quarterly 30 (1985): 207 by permission of Administrative Science Quarterly 1985.,Managerial Grid,“The Leadership
32、 Grid” from Leadership Dilemmas - Grid Solutions, by Robert R. Blake and Anne Adams McCanse. Huston: Gulf Publishing Company, p. 29. Copyright 1991 by Scientific Methods, Inc. Reproduced by permission of the owners.,Managerial Grid,Concern for Production,Concern forPeople,Two Dimensions,The Manageri
33、al Grid,Country Club Management Thoughtful attention to needs of people for satisfying relationships leads to a comfortable friendly enterprise. Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain enterprise membership.,Middle-of-the-Road Management
34、 Adequate enterprise performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. Team Management Work accomplishment is from committed people; interdependence through a “common stake” in enterprise objectives leads to relationshi
35、ps of trust and respect. Authority-Obedience Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.,Type III Contingency Theories of Leadership,Contingency theories - concerned with identifying the situationally specific co
36、nditions in which leaders with particular traits are effective Central concern - how the leaders traits interact with situational factors in determining team effectiveness in task performance,Fiedlers Contingency Theory,Fiedlers Contingency Theory - classifies the favorableness of the leaders situat
37、ion leaders position power - authority associated with the leaders formal position in the organization structure of the teams task - degree of clarity, or ambiguity, in the teams work activity quality of the leader-follower (group members) interpersonal relationships least preferred coworker (LPC) -
38、 the person a leader has least preferred to work with over his or her career,Leadership Effectiveness in the Contingency Theory,High LPC relations oriented,Correlation between leader LPC & group performance,Low LPC task oriented,Unfavor-able for leader,Favorable for leader,F. E . Fiedler, A Theory o
39、f Leadership Effectiveness (New York: McGraw-Hill, 1964.) Reprinted by permission.,Vroom-Jago Model,Helps determine appropriate level of employee participation Very practical means of assessing the situation Five styles of Leadership,Seven Questions,A -Is there a quality standard that makes one alte
40、rnative superior to another B -Do I have enough information to make a good decision C -Is the problem structured? D - Must workers accept my decision if they are to implement it effectively? E - If I make the decision alone, are workers likely to accept my decision? F - Do workers share the firms go
41、als? G - Is conflict among workers likely among preferred solutions?,Path-Goal Theory of Leadership,Path-Goal Theory,Environmental Contingency Factors Task Structure Formal Authority System Work Group Leader Behavior Factors Directive Supportive Participative Achievement-Oriented Subordinate Conting
42、ency Factors Locus of Control Experience Perceived Ability OUTCOMES Performance &/or Satisfaction,Hersey-Blanchard Situational Leadership Model,Immature Employees,Low,High,High,Low,Mature Employees,Willing/Able Unwilling/able,Willing/unable Unwilling/unable,4 3 2 1,Leaders concern with task,Leaders
43、concern with relationship,P. Hersey and K. H. Blanchard, Management of Organizational Behavior: Utilizing Human Resources, 3d ed., 1977, p. 170. Englewood Cliffs: Prentice Hall.,Hersey & Blanchard Situational Leadership Theory,DIRECTIVE STYLE A leadership style characterized by the giving of clear i
44、nstructions and specific direction to immature employees. COACHING STYLE A leadership style characterized by expanding two-way communication and helping maturing employees build confidence and motivation.,Situational Leadership cont.,SUPPORTING STYLE A leadership style characterized by active two-wa
45、y communication and support of mature employees efforts to use their skills. DELEGATION STYLE A hands-off leadership style characterized by giving responsibilities for carrying out plans and making task decisions to the highly mature employees.,Maturity or Readiness Level,Readiness Level One: Unable
46、 and unwilling or insecure - Tell Readiness Level Two: Unable but willing or confident - Sell Readiness Level Three: Able but unwilling or insecure - Participate Readiness Level Four: Able and willing or confident - Delegate,Guidelines for Leadership,Unique attributes, predispositions it enhances fo
47、llower well-being Different leadership situations call for different leadership talents & behaviors Good leaders are likely to be good followers,Five Types of Followers,Source: R. E. Kelley, “In Praise of Followers,” Harvard Business Review 66 (1988): 145.,Followership,Warren Bennis Willingness to t
48、ell the truth - listening. Organizations benefit from diversity. Thoughtful dissent.,Followership,All organizations have far more followers than leaders, so ineffective followers may be more of a handicap to an organization than ineffective leaders. What qualities do effective followers have? They m
49、anage themselves well. They are committed to a purpose outside themselves. They build their competence and focus their efforts for maximum impact. They are courageous, honest, and credible.,Dynamic Follower,Responsible steward of his or her job Effective in managing the relationship with the boss Practices self-management,
