Ppt Ch 2

1. 2-1

2. 1-2McGraw-Hill/Irwin copyright © 2009 by The McGraw-Hill Companies, inc. All Rights Reserved
Leadership Involves an Interaction
Between the Leader, the
Followers, and the Situation
“The crowd will follow a leader who
marches twenty steps in advance; but if he
is a thousand steps in front of them, they
do not see and do not follow him.”
~ Georg Brandes
Chapter
22

3. 2-3
Looking at Leadership Through
Several Lenses
•Studying only leaders provides just a
partial view of the leadership process.
•Leadership depends on several factors,
including the situation and the
followers, not just the leader’s qualities.
•Leadership is more than just the kind of
person the leader is or the things the
leader does.
•The clearest picture of the leadership
process occurs only when you use all
three lenses to understand it.

4. 2-4
The Interactional Framework for
Analyzing Leadership

5. 2-5
The Interactional Framework for
Analyzing Leadership (continued)
•Depicts leadership as a function of three
elements:
–The leader
–The followers
–The situation
•A particular leadership situation scenario can be
examined using each level of analysis
separately.
–Examining interactions in the area of overlaps can
lead to better understanding.
•Leadership is the result of complex interactions
among the leader, the followers, and the
situation.

6. 2-6
The Interactional Framework for
Analyzing Leadership (continued)
•Leader-Member Exchange Theory describes
two kinds of relationships that occur among
leaders and followers:
–In-group members
–Out-group members
•LMX theory has broadened to include entire
continuum of relationships that leaders may
have with members.
•The theory looks at the nature of the
relationship between the leader and the
followers.

7. 2-7
The Leader
•Individual aspects of the leadership equation:
•Unique personal history
–Interests
–Character traits
–Motivation
•Effective leaders differ from their followers,
and from ineffective leaders on elements such
as:
–Personality traits, cognitive abilities
–Skills, values
•Another way personality can affect leadership is
through temperament.

8. 2-8
The Leader (continued)
•Leaders appointed by superiors may have
less credibility and may get less loyalty.
•Leaders elected or emerging by
consensus from ranks of followers are seen
as more effective.
•A leader’s experience or history in a
particular organization is usually important
to her or his effectiveness.
•The extent of follower participation in
leader’s selection may affect a leader’s
legitimacy.

9. 2-9
The Followers
•Certain aspects of followers affect the
leadership process:
–Expectations
–Personality traits
–Maturity levels
–Levels of competence
–Motivation
•Workers who share a leader’s goals and
values will be more motivated to do their
work.

10. 2-10
The Followers (continued)
•The number of followers reporting to a
leader can have significant implications.
•Other relevant variables include:
–Follower’s trust in the leader.
–Follower’s confidence or lack thereof in
leader’s interest in their well-being.

11. 2-11
Changing Roles for Followers
•The leader-follower relationship is in a period of
dynamic change.
–Increased pressure to function with reduced
resources.
–Trend toward greater power sharing and
decentralized authority in organizations.
–Increase in complex problems and rapid
changes.
•Followers can become much more proactive in
their stance toward organizational problems.
•Followers can become better skilled at
“influencing upward,” flexible and open to
opportunities.

12. 2-12
The Situation
•Leadership often makes
sense only in the context
of how the leader and
followers interact in a
given situation.
•The situation may be the
most ambiguous aspect
of the leadership
framework.
““You’ve got to give You’ve got to give
loyalty down, if you loyalty down, if you
want loyalty up.”want loyalty up.”
~ Donald T. Regan,~ Donald T. Regan,
Former CEO and Former CEO and
White House chief of White House chief of
staffstaff

13. 2-13
Are Good Women Leaders Hard to
Find?
•Women are taking on leadership roles in
greater numbers than ever before.
•Problems still exist that constrain the
opportunity for capable women to rise to
the highest leadership roles in
organizations.
•Research shows that there are no
statistically significant differences
between men’s and women’s leadership
styles.

14. 2-14
Are Good Women Leaders Hard to
Find? (continued)
•Differences that were found:
–Women had significantly lower well-being
scores.
–Women’s commitment to the organizations
they worked for was more guarded than that
of their male counterparts.
–Women were more likely to be willing to
take career risks by going to new areas of
the company where women had not been
before.

15. 2-15
Research on Second-Generation
Managerial Women
•Research suggests that many women appear to
be succeeding because of characteristics
originally considered too feminine for effective
leadership.
•Tend to use interactive leadership, based on
–Enhancing others’ self-worth.
–The belief that the best performance results
out of satisfaction at work and higher sense
of self-worth.
–Style developed due to women’s
socialization experiences and career paths.

16. 2-16
The Shift Toward More Women
Leaders
•Factors that explain the shift toward
more women leaders:
–Women themselves have changed.
–Leadership roles have changed.
–Organizational practices have
changed.
–Culture has changed.

17. 2-17
Leadership and Management
Revisited
Leaders Managers
Innovate Administer
Develop Maintain
Inspire Control
Long-term view Short-term view
Ask what and why Ask how and when
Originate Initiate
Challenge the status quo Accept the status quo
Do the right things Do things right

18. 2-18
Leader-Follower-Situation
Interactions
•Leaders create environments where
follower’s innovations and creative
contributions are welcome.
•Leaders encourage growth and development
in their followers beyond the scope of the job.
•Leaders are generally more interested in the
big picture of followers’ work than managers.
•Leaders motivate followers through more
personal and intangible factors.
•Leaders redefine the parameters of tasks and
responsibilities.

19. 2-19
Manager-Follower-Situation
Interactions
•Managers are more likely to emphasize
routinization and control of follower’s behavior.
•Managers tend to assess followers’
performance in terms of explicit, fairly specific
job descriptions.
•Managers motivate followers more with
extrinsic, even contractual consequences.
•Managers tend to accept the definitions of
situations presented to them.
•Managers are likely to affect change officially,
through control tactics.

20. 2-20
Leadership and Management as Solutions
to Different Kinds of Problems
•Heifetz offers that we often face challenges for
which the problem-solving resources already
exist.
–Technical problems – Though complex, there
are expert solutions or experts available to
solve them.
–Adaptive problems – They can only be
solved by changing the system itself.
•Adaptive problems involve people’s values.
•Adaptive leadership: Finding solutions requires
the active engagement of people’s hearts and
minds, not just the leader’s.

21. 2-21
Leadership and Management as Solutions
to Different Kinds of Problems
(continued)
•A challenge is wholly or mostly adaptive in
nature:
–When people’s hearts and minds need to
change.
–By a process of elimination.
–If there is continuing conflict among people
struggling with the challenge.
–A crisis may be a reflection of an underlying or
unrecognized adaptive problem.
What’s the work? Who does the work?
Technical Applying current know-
how
Authorities
Adaptive Discovering new ways The people facing the
challenge

22. 2-22
A Final Word
•Fairholm offers that an organization
needs two different kinds of people at the
helm: good leaders and good managers.
•Kotter suggests the development of
leader-managers.
–May be particularly important with regard
to developing the talents of younger
leader–managers.

23. 2-23
There is no Simple Recipe for
Effective Leadership
•Leadership must always be assessed in the
context of the leader, the followers, and the
situation:
–A leader may need to respond to various
followers differently in the same situation.
–A leader may need to respond to the same
follower differently in different situations.
–Followers may respond to various leaders quite
differently.
–Followers may respond to each other differently
with different leaders.
–Two leaders may have different perceptions of
the same followers or situations.

24. 2-24
Drawing Lessons From Experience
•The right behavior in one situation is not
necessarily the right behavior in another
situation.
•Though unable to agree on the one best
behavior in a given situation, agreement
can exist on some clearly inappropriate
behaviors.
•Saying that the right behavior for a
leader depends on the situation differs
from saying it does not matter what the
leader does.

25. 2-25
Summary
•Leadership involves dynamic interaction
between leaders and followers in a particular
situation.
•Study of leadership must include the
followers and the situation.
•The interactive nature of leader-followers-
situation can help us better understand
–The changing nature of the leader-follower
relationship.
–The increasingly greater complexity of situations
leaders and followers face.
•Good leadership can be enhanced by greater
awareness of factors influencing the leadership
process.