Leadership

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LeadershipLeadership
andand
FollowershipFollowership
Chapter 12
Organizational
Behavior
Nelson & Quick, 6th
edition

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LeadershipLeadership
Leadership -Leadership - the process of guiding &
directing the behavior of people in the work
environment
Formal leadership -Formal leadership - the officially
sanctioned leadership based on the
authority of a formal position
Informal leadership -Informal leadership - the unofficial
leadership accorded to a person by other
members of the organization

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FollowershipFollowership
Followership -Followership - the process of being
guided and directed by a leader in the
work environment
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Kotter: Management and LeadershipKotter: Management and Leadership
Management
– Controls complexity
– Reduces uncertainty
– Stabilizes organizations
Leadership
– Creates uncertainty
– Creates useful change
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Kotter: Management and LeadershipKotter: Management and Leadership
Management Characteristics
– Planning and budgeting
– Organizing and staffing
– Controlling and problem solving
Leadership Characteristics
– Set direction for the organization
– Use communication to align people with that
direction
– Motivate people to action through empowerment
and basic need gratification

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Leadership vs. ManagementLeadership vs. Management
Leaders and managers
– Have distinct personalities
– Make different contributions
Leaders advocate
for change and
new approaches
Managers advocate
for stability
and status quo
Both make valuable contributions
Each one’s contributions are different

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Leaders and ManagersLeaders and Managers
Personality
Dimension
Manager Leader
Attitudes
toward goals
Impersonal, passive,
functional; goals arise out
of necessity, reality
Personal, active, goals arise
from desire, and imagination
Conceptions of
work
Combines people, ideas,
things; seeks moderate
risk through balance
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 self
Born 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
“Managers and Leaders: Are They Different?” by A. Zalenik (January 2004.)
Copyright © 2004 by the Harvard Business School Publishing Corporation; all
rights reserved.

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Early Trait TheoriesEarly 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

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Leadership Behavioral Theory:Leadership Behavioral Theory:
Lewin StudiesLewin Studies
Democratic Style -Democratic Style - the leader takes collaborative,
reciprocal, interactive actions with followers; followers
have high degree of discretionary influence
Laissez-Faire Style -Laissez-Faire Style - the leader fails to accept the
responsibilities of the position; creates chaos in the
work environment
Autocratic Style -Autocratic Style - the leader uses strong, directive,
controlling actions to enforce the rules, regulations,
activities, & relationships; followers have little
discretionary influence

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Leadership Behavioral Theory:Leadership Behavioral Theory:
Ohio State StudiesOhio State Studies
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

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Leadership Behavioral Theory:Leadership Behavioral Theory:
Michigan StudiesMichigan Studies
Production-OrientedProduction-Oriented
LeaderLeader
Employee-OrientedEmployee-Oriented
LeaderLeader
Constant leader influence
Relationship-focused
environment
Direct or close supervision
Less direct/close
supervision
Many written or
unwritten rules and
regulations
Fewer written or
unwritten rules and
regulations
Focus on getting work done
Focus on employee concern
and needs

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Leadership Grid DefinitionsLeadership Grid Definitions
Leadership Grid -Leadership Grid - an approach to
understanding a leader’s or manager’s concern
for results (production) and concern for people
ConcernConcern
forfor
PeoplePeople
Concern for ProductionConcern for Production
High
High
Low
Low
5,55,5
Organization ManOrganization Man
Manager (5,5) -Manager (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.

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ConcernConcern
forfor
PeoplePeople
Concern for ProductionConcern for Production
High
High
Low
Low
1,91,9
Leadership Grid DefinitionsLeadership Grid Definitions
Country ClubCountry Club
Manager (1,9) –Manager (1,9) – a
leader who creates a
happy, comfortable
work environment
Authority ComplianceAuthority Compliance
Manager (9,1) -Manager (9,1) - a
leader who emphasizes
efficient production
9,19,1
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.

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ConcernConcern
forfor
PeoplePeople
Concern for ProductionConcern for Production
High
High
Low
Low
Leadership Grid DefinitionsLeadership Grid Definitions
ImpoverishedImpoverished
Manager (1,1) -Manager (1,1) - A
leader who exerts just
enough effort to get by
1,11,1
9,99,9
Team Manager (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.

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Leadership Grid DefinitionsLeadership Grid Definitions
PaternalisticPaternalistic
“father knows“father knows
best” Managerbest” Manager
(9+9) -(9+9) - a leader who
promises reward and
threatens punishment
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.
ConcernConcern
forfor
PeoplePeople
Concern for ProductionConcern for Production
High
High
Low
Low
1,91,9
9,19,1
9+99+9

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ConcernConcern
forfor
PeoplePeople
Concern for ProductionConcern for Production
High
High
Low
Low
Leadership GridLeadership Grid
DefinitionsDefinitions
OpportunisticOpportunistic
“what’s in it for“what’s in it for
me” Managerme” Manager
(Opp) -(Opp) - a leader
whose style aims
to maximize
self-benefit
Opportunistic
Management
1,91,9
9,19,1
9,99,9
1,11,1
5,55,5
1,91,9
9,19,1
99++99
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.

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Fiedler’s Contingency TheoryFiedler’s Contingency Theory
Fiedler’s Contingency Theory -Fiedler’s Contingency Theory -
classifies the favorableness of the
leader’s situation
Three Favorableness Situations
1. Least preferred coworker (LPC)
(LPC) -(LPC) - the person a leader has least
preferred to work with over his or her
career

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Fiedler’s Contingency TheoryFiedler’s Contingency Theory
2. Situational Favorableness
– Task Structure -Task Structure - degree of clarity, or
ambiguity, in the group’s work activities
– Position Power -Position Power - authority associated
with the leader’s formal position in the
organization
– Leader- Member Relations –Leader- Member Relations – quality of
interpersonal relationships among a
leader and group members

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High LPC
relationship 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
I II III IV V VI VII VIII
Leader-member
relations
G G G G
Mod
Poor
Mod
Poor
Mod
Poor
Mod
Poor
Task structure S S U U S S U U
Leader position
power
Strong Weak Strong Weak Strong Weak Strong Weak
SOURCE: F. E . Fiedler, A Theory of Leadership Effectiveness (New York:
McGraw-Hill, 1964.) Reprinted with permission of the author.
3. Leadership Effectiveness

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Path-Goal Theory of LeadershipPath-Goal Theory of Leadership
Follower
goals
Satisfaction
Rewards
Benefits
Leader behavior styles
• Directive
• Supportive
• Participative
• Achievement-oriented
Workplace
characteristics
• Task structure
• Work group
• Authority system
Follower
Characteristics
• Ability level
• Authoritarianism
• Locus of control
Follower path
perceptions
Effort-Performance-
Reward linkages

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Vroom-Yetton-Jago NormativeVroom-Yetton-Jago Normative
Decision ModelDecision Model
Delegate Decide
Consult
Individually
Consult Group
Facilitate
Use the decision
method most
appropriate for a
given decision
situation

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Hersey-Blanchard SituationalHersey-Blanchard Situational
Leadership ModelLeadership Model
Leader Behavior
Task Behavior
(Directive Behavior)
(Supportive
Behavior)
Relationship
Behavior
(low) (high)
(low)
(high) S3
Share ideas
& facilitate
In decision
making
S2
Explain
decisions
and provide
opportunity
for
clarification
S1
Provide
specific
instructions &
closely supervise
performance
S4
Turn over
responsibility
for decisions
& implementation
Low-Rel
Low Task
High Task
High-Rel
High Task
Low-Rel
High-Rel
Low Task
Delegating
Delegating
Participating
Participating
Selling
Selling
Telling
Telling
SOURCE: P. Hersey, 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.

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High Moderate Low
R4 R3 R2 R1
Able & 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 SituationalHersey-Blanchard Situational
Leadership ModelLeadership Model
SOURCE: P. Hersey, 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.

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Developments in Leadership TheoryDevelopments in Leadership Theory
Leader - Member Exchange
In-groups Out-Groups
Members similar to leader Managed by formal rules and
policies
Given greater responsibilities,
rewards, attention
Given less attention; fewer
rewards
Within leader’s inner circle of
communication
Outside the leader’s
communication circle
High job satisfaction and
organizational commitment, low
turnover
More likely to retaliate against the
organization
Stress from added responsibilities Stress from being left out of
communication network

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• Satisfying task
• Performance feedback
• Employee’s high skill level
• Team cohesiveness
• Organization’s formal
controls
Developments in Leadership TheoryDevelopments in Leadership Theory
Substitutes for Leadership
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Developments in Leadership TheoryDevelopments in Leadership Theory
Transformational Leadership
As a transactional
leader,
I use formal rewards
& punishments.
As a transformational
leader, I inspire and excite
followers to high levels
of performance.
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Charismatic LeadershipCharismatic Leadership
Charismatic Leadership -Charismatic Leadership - a leader’s use
of personal abilities & talents in order to have
profound & extraordinary effects on followers
Charisma -Charisma - means gift in Greek
• Charismatic leaders use referent power
• Potential for high achievement and
performance
• Potential for destructive and harmful courses
of action
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Authentic LeadershipAuthentic Leadership
Authentic Leadership –Authentic Leadership – a style of
leadership that includes transformational,
charismatic, or transactional approaches
as the situation demands
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Emerging Issues in LeadershipEmerging Issues in Leadership
TrustEmotional
Intelligence
Women
Leaders
Servant
Leadership
Leadership
Issues

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Emotional IntelligenceEmotional Intelligence
• Ability to recognize
and manage emotion
in oneself and others
• Affects how leaders
make decisions
Comprised of
competencies
– Self-awareness
– Empathy
– Adaptability
– Self-confidence
– Trust

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TrustTrust
Willingness to be
vulnerable to the
actions of another
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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GenderGender
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Servant LeadershipServant Leadership
Leaders lead by serving others
Employees Customers
Community

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Five Types of FollowersFive 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

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Dynamic FollowerDynamic Follower
• Responsible steward
of his or her job
• Effective in managing
the relationship with
the boss
• Practices self-
management
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Cultural Differences in LeadershipCultural Differences in Leadership
Leadership
viewed
differently
across cultures
Essential for
leaders to
understand
other cultures
Leaders need to alter approaches when
crossing national boundaries
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Guidelines for LeadershipGuidelines for Leadership
• Unique attributes, predispositions, & 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

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Guidelines for LeadershipGuidelines for Leadership
• Different leadership situations call for
different leadership talents & behaviors
• Good leaders are
likely to be good
followers
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Chapter 12: Reflect & DiscussChapter 12: Reflect & Discuss
U-571 Video Clip
What to Watch for and Ask Yourself
• What aspects of leadership does Dahlgren
describe as important for a submarine
commander?
• Which leadership behaviors or traits does
Klough emphasize?
• Are these traits or behaviors right for this
situation? Why or why not?