Leadership and Followership

Chapter 12
Leadership and Followership

1 Discuss the differences between leadership and management and between
leaders and managers.
Learning Outcomes
2 Explain the role of trait theory in describing leaders.
3 Describe the role of foundational behavioral research in the development of

leadership theories.
4 Describe and compare the four contingency theories of leadership.
5 Discuss the recent developments in leadership theory of leader–member

exchange and inspirational leadership.
6 Discuss how issues of emotional intelligence, trust, gender, and servant

leadership are informing today’s leadership models.
7 Define followership and identify different types of followers.
8 Synthesize historical leadership research into key guidelines for leaders.
© 2009 Cengage Learning. All rights reserved.

1 Learning Outcome
Discuss the differences between

leadership and management and
between leaders and managers.

Leadership – the process of Followership – the process of

guiding and directing the being guided and directed
behavior of people in the by a leader in the work
work environment 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

Management and Leadership
According to Kotter:
Management Leadership
– Reduces – Creates
uncertainty uncertainty
– Stabilizes – Creates change
organizations

Management and Leadership
– Planning and – Setting a direction

MANAGEMENT
LEADERSHIP
budgeting for the organization
– Organizing and
staffing – Using
communication to
– Controlling and align people with
problem that direction
solving – Motivating people to
action through
empowerment and
basic need
gratification

Leadership vs. Management
Leaders and managers
– Have distinct personalities
– Make different contributions
Leaders agitate for Managers advocate

change and new for stability and
approaches. status quo.
Both make valuable contributions.

Each one’s contributions are different.

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 Born twice; struggles for
it is; unquestioning sense of order questions life
SOURCE: Reprinted by permission of Harvard Business Review. From A. Zaleznik, “Managers and Leaders: Are They Different?” Harvard Business Review 55 (1977):
67-77. Copyright © 1977 by the Harvard Business School Publishing Corporation; all rights reserved.
2 Learning Outcome
Explain the role of trait theory in

describing leaders.

[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

3 Learning Outcome
Describe the role of foundational

behavioral research in the development
of leadership theories.

LEWIN STUDIES LEADERSHIP BEHAVIORAL
THEORY
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

LEADERSHIP BEHAVIORAL
OHIO STATE
THEORY
[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 theCengage
© 2009 work unitAll rights reserved.
Learning.
LEADERSHIP BEHAVIORAL
MICHIGAN
THEORY
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
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
Source: The Leadership Grid ® figure.

Paternalism Figure and Opportunism from
Concern for
Leadership Dilemmas—Grid Solutions. 5,5
by Robert R. Blake and Anne Adams People
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.
Low
Low High
Concern for Production
• 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

Leadership Dilemmas—Grid Solutions.
by Robert R. Blake and Anne Adams
Concern for
Robert R. Blake and Jane S. Mouton). People
Low 9,1
Low
© 2009 Cengage Learning. All rights reserved. High
• 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

Paternalism Figure and Opportunism from Concern for
People
permission of the owners. Low 1,1
Low High
• Paternalistic “father knows best”
Manager (9+9) – a leader who promises
reward and threatens punishment
High 1,9
Concern for
Paternalism Figure and Opportunism from People
9+9
Copyright 1991 by Blake and Mouton, and Low 9,1
Scientific Methods, Inc. Reproduced by Low High
Opportunistic Opportunistic
“what’s in it for me” Management
Manager (Opp) – a
leader whose style
aims to maximize
self-benefit
High 1,9 9,9 1,9
9+9
Concern for 9,1
Source: The Leadership Grid ® figure. 5.5
People
Opportunism Figure: p. 31.) Low 1,1 9,1
Copyright 1991 by Blake and Mouton, and Low High
permission of the owners. Concern for Production
4 Learning Outcome
Describe and compare the four

contingency theories of leadership.

Fiedler’s Contingency Theory
Fiedler’s Contingency Theory – classifies the
favorableness of the leader’s situation
– 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

Leadership Effectiveness in the Contingency
Theory
High LPC
1.00
relations oriented
.80
.60
Correlations .40
between leader .20
0
LPC & group -.20
performance -.40
-.60
Low LPC
-.80
task oriented
Favorable I II III IV V VI VII VIII Unfavorable
for leader for leader
I II III IV V VI VII VIII
Leader–member Mod Mod Mod Mod
G G G G
relations Poor Poor Poor Poor
Task structure S S U U S S U U
Leader position
Strong Weak Strong Weak Strong Weak Strong Weak
power
SOURCE: F. E . Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1964.) Reprinted with permission of the author.
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Path–Goal Theory of Leadership
Leader behavior styles

Follower path Follower goals
• Directive
perceptions • Satisfaction
• Supportive
Effort–Performance– • Rewards
• Participative
Reward linkages • Benefits
• Achievement oriented
Follower Workplace
Characteristics characteristics
• Ability level • Task structure
• Authoritarianism • Work group
• Locus of control • Authority system
Copyright ©2006
by South-Western,
a division of
Thomson Learning.
All rights reserved
Vroom-Yetton-Jago
Normative Decision Model
Decide
Use the
decision Consult individually
method
most
appropriate
Consult group
for a given
decision Facilitate
situation
Delegate
Hersey-Blanchard Situational Leadership®
Model
Leader Behavior
(high) S3 S2
Share ideas Explain
Relationship Behavior
and facilitate decisions

In decision and provide
(Supportive Behavior)
making opportunity
for
High-Rel High Task clarification
Low Task High-Rel
Low-Rel High Task
Low Task Low-Rel SOURCE: P. Hersey and
K. H. Blanchard and D.E.
Johnson, Management of
Organizational Behavior:
Leading Human
S4 S1 Resources, 8th ed.

(Upper Saddle River,
N.J.: Pearson Education,
Turn over Provide specific Inc., 2001). 182.
Copyright © 2001. Center
responsibility instructions and for Leadership Studies,
Escondido, CA. Used with
for decisions closely supervise permission.
Copyright ©2006 (low) and implementation performance ®

by South-Western,
a division of
Thomson Learning. (low) Task Behavior (high)
All rights reserved
(Directive Behavior)
Hersey-Blanchard Situational Leadership®
Model
Follower Readiness
High Moderate Low
R4 R3 R2 R1
Able and Able but Unable but Unable and
willing or unwilling or willing or unwilling or
confident insecure confident insecure
SOURCE: P. Hersey and K. H. Blanchard and

D.E. Johnson, Management of Organizational
Follower Leader
Behavior: Leading Human Resources, 8th ed.
(Upper Saddle River, N.J.: Pearson Education,
Inc., 2001). 182. Copyright © 2001. Center for
Directed Directed
Leadership Studies, Escondido, CA. Used with © 2009 Cengage Learning. All rights reserved.
permission.
5 Learning Outcome
Discuss the recent developments in

leadership theory of leader–member
exchange and inspirational leadership.

Leader-Member Exchange
In-groups Out-Groups
• Members similar to • Managed by formal rules

leader and policies
• Given greater • Given less attention; fewer
responsibilities, rewards
rewards, attention • Outside the leader’s
• Within leader’s inner communication circle
circle of • More likely to retaliate
communication against the organization
• High job satisfaction • Stress from being left
and organizational out of communication
commitment, low network
turnover
• Stress from added
responsibilities

Developments in
Leadership Theory
Substitutes for Leadership
• Satisfying task
• Performance feedback
• Employee’s high skill level
• Team cohesiveness
• Organization’s formal controls

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.

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
• Charismatic leaders use referent power
• Potential for high achievement
and performance
• Potential for destructive and
harmful courses of action

Beyond the Book:
Is a Funny Workplace a Better Workplace?
A recent study of a food and beverage company’s

executives correlated higher performance evaluations
with more extensive use of humor.
Sir Richard Branson, founder of Virgin Group,

identifies “play” as one of the five principles that have
helped him succeed—practical jokes on co-workers,
unusual and surprising employee rewards,
promotional hot-air balloon races.

6 Learning Outcome
Discuss how issues of emotional

intelligence, trust, gender, and servant
leadership are informing today’s
leadership models.

Emerging Issues in Leadership
Emotional Intelligence
Trust
Women Leaders
Servant Leadership

Emergence of Women Leaders

Beyond the Book:
Women Leaders at Kelly Services
Temporary staffing agency Kelly Services hires women

extensively, and helps them advance to leadership
positions within the company.
When 75% of a company's workforce is female, women

lead the company at the highest levels; senior vice
presidents Joan Brancheau, Dana Curtis, and Carol
Johnson report directly to the CEO.
Kelly promotes woman leadership with skill

development support, an equitable pay grade, and
numerous opportunities for career advancement.
7 Learning Outcome
Define followership and identify different

types of followers.

Five Types of Followers
Independent, critical thinking
Alienated Effective
followers followers
Survivors
Passive Active
Yes
Sheep
people
Dependent, uncritical thinking 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
© 2009 Cengage Learning. All rights reserved. Harvard Business School Publishing
Corporation.
Beyond the Book:
Dynamic Follower
• Responsible steward
of his or her job
• Effective in
managing the
relationship with the
boss
• Practices self-
management
Cultural Differences in Leadership
Essential for
leaders to
understand Leadership
other cultures viewed
differently
across cultures
Leaders need to alter approaches when

crossing ©national boundaries
2009 Cengage Learning. All rights reserved.
8 Learning Outcome
Synthesize historical leadership

research into key guidelines for leaders.

Guidelines for Leadership
• Unique attributes, predispositions, 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
Caring Dynamic
Leadership Followership
go hand-in-hand
Beyond the Book:
Ray Hood Phillips: Leader & Dynamic Follower
Ray Hood-Phillips' prior work in diversifying fast-food
workplaces recommended her to Jim Adamson, Denny's
CEO
Called on to reverse the racially tense atmosphere at

Denny's, Hood-Phillips not only led changes, but kept her
superiors accountable for their own initiatives
The result? Fortune recently named Denny's one of the

Best Companies for Minorities. Led by Hood-Phillips,
Denny's diversity training program has turned around its
work culture and reputation.

Leadership and Followership

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Chapter 12

Leadership and Followership

2 Explain the role of trait theory in describing leaders.

3 Describe the role of foundational behavioral research in the development of

4 Describe and compare the four contingency theories of leadership.

5 Discuss the recent developments in leadership theory of leader–member

6 Discuss how issues of emotional intelligence, trust, gender, and servant

7 Define followership and identify different types of followers.

8 Synthesize historical leadership research into key guidelines for leaders.

© 2009 Cengage Learning. All rights reserved.

Discuss the differences between

© 2009 Cengage Learning. All rights reserved.

Leadership – the process of Followership – the process of

© 2009 Cengage Learning. All rights reserved.

© 2009 Cengage Learning. All rights reserved.

– Planning and – Setting a direction

© 2009 Cengage Learning. All rights reserved.

Leaders agitate for Managers advocate

Both make valuable contributions.

© 2009 Cengage Learning. All rights reserved.

Explain the role of trait theory in

© 2009 Cengage Learning. All rights reserved.

© 2009 Cengage Learning. All rights reserved.

Describe the role of foundational

© 2009 Cengage Learning. All rights reserved.

© 2009 Cengage Learning. All rights reserved.

[Initiating Structure] – leader behavior

[Consideration] – leader behavior

Source: The Leadership Grid ® figure.

Source: The Leadership Grid ® figure.

Source: The Leadership Grid ® figure.

Describe and compare the four

© 2009 Cengage Learning. All rights reserved.

© 2009 Cengage Learning. All rights reserved.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Leader behavior styles

and facilitate decisions

S4 S1 Resources, 8th ed.

Copyright ©2006 (low) and implementation performance ®

SOURCE: P. Hersey and K. H. Blanchard and

Discuss the recent developments in

© 2009 Cengage Learning. All rights reserved.

• Members similar to • Managed by formal rules

© 2009 Cengage Learning. All rights reserved.

© 2009 Cengage Learning. All rights reserved.

© 2009 Cengage Learning. All rights reserved.

© 2009 Cengage Learning. All rights reserved.

A recent study of a food and beverage company’s

Sir Richard Branson, founder of Virgin Group,

© 2009 Cengage Learning. All rights reserved.

Discuss how issues of emotional

© 2009 Cengage Learning. All rights reserved.

© 2009 Cengage Learning. All rights reserved.

© 2009 Cengage Learning. All rights reserved.

Temporary staffing agency Kelly Services hires women

When 75% of a company's workforce is female, women

Kelly promotes woman leadership with skill

Define followership and identify different

© 2009 Cengage Learning. All rights reserved.

Dependent, uncritical thinking SOURCE: Reprinted by permission of

Leaders need to alter approaches when

Synthesize historical leadership

© 2009 Cengage Learning. All rights reserved.

Called on to reverse the racially tense atmosphere at