Chapter 12 Nelson

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Chapter 12Nelson Quick

• Leadership and Followership

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Leadership Followership

• Leadership - the process of guiding 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
  directed by a leader in the work environment

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Leadership

• An influence relationship among leaders and
  followers who intend real changes that reflect
  their shared purpose. (Daft, 2002)

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Purpose the missing factor

• Vision where we are going
• Mission who, when, how we will get there
• Values rules of engagement and norms of
  behavior
• Purpose why we do what we do

What is the purpose of NDSU?
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Examples of Purpose

• University of Texas Austin
• To transform lives for the benefit of society
• Mary Kay Cosmetics
• Enhancing the lives of women around the world

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To manage means to bring about, to accomplish,
to have charge of or responsibility for, to
conduct. Leading is influencing, guiding in
direction, course, action, opinion. The
distinction is crucial. Managers are people who
do things right and leaders are people who do the
right thing. The difference may be summarized as
activities of vision and judgment effectiveness
versus activities of mastering routines
efficiency. (Bennis Nanus, 1997) WSJ
Articles Lt. Withers, Col. Dowdy
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Leadership vs. Management
Leadership management are distinct, yet
complementary systems of action
Effective leadership produces useful change
Effective management controls complexity
Effective leadership good management healthy
organizations
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Management Process

• Reduces uncertainty
• Provides stability
• Components
• Planning budgeting
• Organizing and staffing
• Controlling problem solving

Manager an advocate for stability and the
status quo
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Leadership Process

• Creates uncertainty
• Creates change
• Components
• Setting organizational direction
• Aligning people with the direction via
  communication
• Motivating people to action
• Empowerment
• Gratify needs

Leader an advocate for change and new
approaches to problems
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Leaders and Managers
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Traits associated with effective leadership

• Intelligence
• Verbal ability
• Cooperative
• Higher level of scholarship
• As well as drive and ambition, honesty, and
  self-confidence.

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Leadership Behavioral Theory Lewin Studies
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Leadership Behavioral Theory Ohio State Studies
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Leadership Behavioral Theory Michigan Studies
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The Managerial Grid
Country ClubManagement
TeamManagement
Middle-of-the-Road Management
9 9 Paternalistic Management
ImpoverishedManagement
Task-oriented Management
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Leadership Grid Definitions

• Leadership Grid an approach to understanding a
  leaders or managers concern for results
  (production) and concern for people
• Organization Man (5,5) A middle-of-the-road
  leader
• Authority Compliance Manager (9,1) a leader who
  emphasizes efficient production
• Country Club Manager (9,1) a leader who creates
  a happy, comfortable work environment

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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
• Paternalistic father knows best Manager (99)
  a leader who promises reward and threatens
  punishment
• Opportunistic whats in it for me Manager (Opp)
  a leader whose style aims to maximize
  self-benefit

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Fiedlers Contingency Theory

• Fiedlers Contingency Theory - classifies the
  favorableness of the leaders 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 groups work activities
• Position Power - authority associated with the
  leaders formal position in the organization
• Leader-Member Relations quality of
  interpersonal relationships among a leader and
  group members

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Leadership Effectiveness in the Contingency Theory
High LPC relations oriented
Correlations between leader LPC
group performance
Low LPC task oriented
Unfavorable for leader
Favorable for leader
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Fiedlers theory

• Fit between leaders style (task or relationship)
  and the situation (favorable or unfavorable)
• Both relations and task oriented leaders can be
  effective in the right situation.

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Path-Goal Theory of Leadership
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Vroom-Yetton-Jago Normative Decision Model
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Hersey-Blanchard Situational Leadership Model
Leader Behavior
(high)
S3Share ideas and facilitate In decision making
S2Explain decisions and provideopportunity for
clarification
Selling
Participating
High TaskHigh-Rel
High-RelLow Task
(Supportive Behavior)Relationship Behavior
Low-RelLow Task
High TaskLow-Rel
S1Provide specific instructions and closely
supervise performance
S4Turn overresponsibility for decisions and
implementation
Delegating
Telling

(low)
Task Behavior(Directive Behavior)
(low)
(high)
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Hersey-Blanchard SituationalLeadership Model
Follower Readiness
LeaderDirected
FollowerDirected
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Developments in Leadership Theory
Leader-Member Exchange

• In-groups
• Members similar to leader
• Given greater responsibilities, rewards,
  attention
• Within leaders inner circle of communication
• High job satisfaction and organizational
  commitment, low turnover
• Stress from added responsibilities

• Out-Groups
• Managed by formal rules and policies
• Less attention fewer rewards
• Outside the circle
• More likely to retaliate against the organization
• Stress from being left out of communication
  network

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• Build a positive, individualized relationship
  with each follower rather than treating people as
  members of an in-group or out-group.
• Forge a unique, constructive partnership with
  each person to create an equitable work
  environment and provide greater benefits to
  yourself, followers, and the organization.
• Beware of forming in-groups and out-groups. You
  will often be self-deceived into not believing
  that they exist.

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Developments in Leadership Theory
Substitutes for Leadership

• Satisfying task
• Performance feedback
• Employees high skill level
• Team cohesiveness
• Organizations formal controls

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Developments in Leadership Theory
Transformational Leadership

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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 performance
• Potential for destructive harmful courses of
  action

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Emerging Issues in Leadership
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Emergence of Women Leaders
Do men and women lead differently?
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Gender as a Contingency Variable
Similarities between men and womens leadership
styles tend to outweigh the differences, however
...

• Men
• More likely to use a directive command-and-control
  style
• Rely on the formal authority of their position

• Women
• Encourage participation
• Share power and information
• Attempt to enhance followers self-worth
• Prefer to lead through inclusion
• Rely on charisma, expertise, contacts, and
  interpersonal skills

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Five Types of Followers
Independent, critical thinking
Alienated followers
Effective followers
Survivors
Passive
Active
Yes people
Sheep
Dependent, uncritical thinking
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Dynamic Follower

• Responsible steward of his or her job
• Effective in managing the relationship with the
  boss
• Practices self-management

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Guidelines 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
• Different leadership situations call for
  different leadership talents behaviors
• Good leaders are likely to be good followers

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• Leaders usually lead as they are led.
• You will probably lead the way that you follow.

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Is it OK to offer work related, policy or
performance based praise or constructive
criticism in the following exchanges?
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Effective Followers

• Effective followers are active, responsible,
  autonomous in their behavior, and critical in
  thinking without being disrespectful (?) or
  insubordinate (?)
• Effective followers share four essential
  qualities
• Self-management and self-responsibility. Do not
  require close supervision.
• Other-centered, committed to the organization and
  its purpose. Not self-centered or
  self-aggrandizing.
• Invest in competence and professionalism (they
  assume the responsibility to develop themselves)
• Courageous, honest, credible
• As a follower, you are responsible for your
  behavior, not the reaction of your leaders and
  peers. Do the right thing.

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Loyalty of a follower

• Both leaders and followers are entering into a
  contract to pursue the common purpose within the
  context of their values. The loyalty of each is
  to the purpose and to helping each other stay
  true to that purpose.

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Followership (extra)

• A willingness to take risks, to challenge
  authority, and to believe ones own ideas are
  equal to or better than ones superiors typically
  marks a follower as a future leader (Daft, 2002).
• Effective followership requires the courage
  (Chaleff, 1998)
• To assume responsibility
• To serve
• To challenge
• To participate in transformation
• To take moral action, and possibly even leave
• Effective leadership requires the courage to
  listen to followers

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Courage The ability to step forward through fear

• Courage means accepting responsibility
• Courage often means nonconformity
• Courage means pushing beyond the comfort zone
• Courage means asking for what you want and saying
  what you think
• Courage means fighting for what you believe
• Whether leading or following, strive to
  encourage, not discourage, those around you.

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Courage of the follower

• An individual who is not afraid to speak and act
  on the truth as she perceives it, despite
  external inequities, is a force to be reckoned
  with.
• Because courage implies risk, you should develop
  contingency plans
• Courage muscle develops to the degree that we
  exercise it.

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Courage to assume responsibility

• Assume responsibility for themselves and the
  organization
• Do not hold a paternalistic image of the leader
  or the organization
• Initiate values-based, purposeful action to
  improve processes
• The authority to initiate comes from the
  courageous followers understanding and ownership
  of the common purpose, and from the needs of
  those the organization serves.

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Courage to serve

• Assume new or additional responsibilities to
  unburden the leader and serve the organization
• Stand up for the leader and the tough decisions a
  leader must make for the org. to achieve its
  purpose
• Are as passionate as the leader in pursuing the
  common purpose
• Stay alert for areas in which their strengths
  complement the leaders and assert themselves in
  these areas.

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Courage to challenge

• Give voice to the discomfort they feel when the
  behaviors or policies of the leader or group
  conflict with their sense of what is right
• Willing to stand up, stand out, to risk
  rejection, to initiate conflict in order to
  examine the actions of the leader and group when
  appropriate
• Willing to deal with the emotions their challenge
  evokes in the leader and group
• Value organizational harmony, but not at the
  expense of the common purpose and their integrity

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Courage to participate in transformation

• When behavior that jeopardizes the common purpose
  remains unchanged, courageous followers recognize
  the need for transformation
• Champion the need for change and stay with the
  leader and group as they mutually struggle with
  the difficulty of the real change
• Examine their own need for transformation and
  become full participants in the change process

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Courage to take moral action

• Know when it is time to take a stand that is
  different than that of the leaders. They answer
  to a higher set of values.
• Taking a stand may involve refusing to obey a
  direct order, appealing to the next level of
  authority, or tendering ones own resignation
• These and other forms of moral action involve
  personal risk, but service to the common purpose
  justifies and sometimes demands acting.

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Followership style

• Resource low support, low challenge
• Present, uncommitted, executes minimum
  requirements, makes complaints to third parties,
  avoids the attention of authority.
• Individualist low support, high challenge
• Confrontational, self-assured, independent
  thinker, self-marginalizing, unintimidated by
  authority
• Implementer high support, low challenge
• Dependable, supportive, defender, team oriented,
  compliant, respectful of authority
• Partner high support, high challenge
• Risk taker, purpose driven, holds self and others
  accountable, confronts sensitive issues, peer
  relations with authority

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• Effective followers think for themselves and
  carry out assignments with energy and enthusiasm.
  They are committed to something outside their
  own self-interest, and they have the courage to
  stand up for what they believe. Good followers
  are not yes people who blindly follow a leader
  (Daft, 2002)

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• At its best, leadership is shared among leaders
  and followers, with everyone fully engaged and
  accepting higher levels of responsibility and
  accountability to each other (Daft, 2002)

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Followers and leaders both orbit around the
purpose, followers do not orbit around the
leader. But if the purpose is not clear and
motivating, leaders and followers can only pursue
their perceived self-interest, not their common
interest.
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Authoritarian Manager
Participative Manager
Stewardship- Empowering leader
Servant Leader
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Stewardship

• Relationship between leaders and followers in
  which leaders lead without dominating or
  controlling followers. Stewardship is an
  employee-focused form of leadership that enables
  followers to make decisions and have control over
  their jobs. (Lussier Achua, 2002)

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• Employee
• Engagement
• Satisfaction
• Affective
• Commitment
• Meaningful
• Manageable

Effectiveness Efficiency
(enablement)
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• The skillful leader, then, does not rely on
  personal force he controls his group not by
  dominating but by expressing it. He stimulates
  what is best in us he unifies and concentrates
  what we feel only gropingly and scatteringly, but
  he never gets away from the current of which we
  and he are both an integral part. He is a leader
  who gives form to the inchoate energy in every
  man. The person who influences me most is not he
  who does great deeds but he who makes me feel I
  can do great deeds. (Mary Parker Follett, 1918)

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Servant leadership

• Transcends self-interest to serve the needs of
  others, by helping them grow professionally and
  emotionally.
• Encourages others in their personal development
  and helps them understand the larger purpose in
  their work.

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• Whenever we have the opportunity or
  responsibility to influence the thinking and the
  behavior of others, the first choice we are
  called to make is whether to see the moment
  through the eyes of self-interest or for the
  benefit of those we are leading (Blanchard
  Hodges, 2003)

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• One of the quickest ways you can tell the
  difference between a servant leader and a
  self-serving leader is how they handle feedback,
  because one of the biggest fears that
  self-serving leaders have is to lose their
  position.
• Self-serving leaders spend most of their time
  protecting their status. They usually respond
  negatively to feedback, because they think your
  feedback means that you dont want their
  leadership anymore.
• Servant leaders embrace and welcome feedback as a
  source of useful information on how they can
  provide better service.

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Basic precepts of Servant Leadership

• Put service before self-interest. Be
  resourceful.
• Listen first to affirm confidence in others.
  Listen to figure out the will of the group and
  then further it however she can.
• Inspire trust by being trustworthy. Be willing
  to give everything away power, control,
  rewards, information, and recognition.
• Help others find the power of the human spirit
  and accept their responsibilities. Work exists
  for the person as much as the person exists for
  work.
• Examples

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Time for a flick!
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Acceptance and Empathy

• Acceptance is receiving what is offered, without
  approbation, satisfaction, or acquiescence, and
  empathy is the imaginative projection of ones
  own consciousness into another being. The
  opposite of both, the word reject, is to refuse
  to hear or receive to throw out.

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Acceptance and Empathy

• The servant always accepts and empathizes, never
  rejects. The servant as leader always
  empathizes, always accepts the person but
  sometimes refuses to accept some of the persons
  effort or performance as good enough.
  (Greenleaf, 1977)

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Foresight
This is the central ethic of leadership. The
failure (or refusal) to foresee may be viewed as
an ethical failure, because a serious ethical
compromise today (when the usual judgment on
ethical inadequacy is made) is sometimes the
result of a failure to make the effort at an
earlier date to foresee todays events and take
the right actions when there was freedom for
initiative to act. The action we label
unacceptable in the present moment is often
really one of no choice. (Greenleaf, 1977)
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Servant leadership

• The measure of leadership is not in the quality
  of the head, but in the tone of the body. The
  signs of outstanding leadership appear primarily
  among the followers. Are followers reaching
  their full potential? Are they learning?
  Serving? Do they achieve the required results?
  Do they change with grace? Manage conflict?
  (De Pree, 1989)

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Credibility

• Leadership is a reciprocal relationship between
  those who choose to lead and those who decide to
  follow
• Source Kouzes, J.M. Posner, B.Z. (1993)
  Credibility how leaders gain and lose it, and
  why people demand it

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• Strong relationships are built on mutual
  understanding. Leadership is a dialogue, not a
  monologue
• Dialogue requires listening to others and sharing
  of yourself
• Personal credibility DWYSYWD do what you say
  you will do
• Necessary but not sufficient. Even a despot can
  have this.
• Leadership credibility DWWSWWD do what we say
  we will do

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Credibility (cont.)
Forgetting the we has derailed many managers.
Their actions may have been consistent only with
their own wishes, not with those of the people
they wanted to lead. When managers resort to the
use of power and position, to compliance and
command to get things done, they are not leading,
they are dictating.
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Credibility (cont.)
The true test of moral legitimacy is grounded in
conscious choice among real alternatives. One
way to recognize moral leaders and to guard
against immoral ones is to observe if they engage
in learning the true needs and values of their
constituents. If they are more intent on telling
than on listening, it is likely that they are up
to no good. (James MacGregor Burns, 1978)
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• Leadership is a service. Leaders serve a purpose
  for the people who made it possible for them to
  lead their constituents. They are servant
  leaders not self-serving, but other serving.
• Leadership is a privilege. You cant be
  motivated by self-interest and expect to be a
  leader. The instant you feel exempt from the
  standards of the organization, you cease to be a
  leader. The leader galvanizes people by living
  their shared vision.
• WSJ article Good Leadership

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Team leadership

• Effective team leaders understand 1) they do not
  have all the answers, 2) they do not need to make
  all key decisions, and 3) they cannot succeed
  without the other team members
• The essence of the team leaders job striking
  the right balance between providing guidance and
  giving up control, between making tough decisions
  and letting others make them, and between doing
  difficult things alone and letting others learn
  how to do them
• Effective team leaders allow their people to grow
• The key to the leaders role is understanding
  what the team needs and does not need from the
  leader to help it perform

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Extra Six things necessary for good team
leadership

• Maintain perspective. Keep the purpose (why we
  are doing what we are doing), goals, and approach
  relevant and meaningful
• The team leader must do this for him/herself as
  well as for the team. If the leader looses
  perspective, the team members have a
  responsibility to keep the team on course and to
  reestablish leadership perspective
• Build commitment and confidence with positive and
  constructive reinforcement
• Strengthen the mix and level of skills of team
  members
• Manage relationships with outsiders, including
  removing obstacles
• Create opportunities for others
• Do real work.
• Demonstrates credibility and provides a role model