Northwestern School of Police Staff & Command - Chapter 4 - Leadership & Followership Flashcards
What is Leadership?
-The process of guiding and directing the behavior of people/followers in organizations/work environment.
€-Leaders & Followers are companions in these processes.
Formal Leadership
- Occurs when an organization officially bestows on a leader the authority to guide and direct others in the organization.
- Officially sanctioned leadership based on the authority of a formal position.
Informal Leadership
- Occurs when a person is unofficially accorded power by others in the organization and uses influence to guide and direct their behavior.
- Unofficial leadership accorded to a person by other members of the organization
Followership
€-The process of being guided and directed by a leader in the work environment.
Leadership & Management - Kotter
-John Kotter suggests that leadership and management are two distinct, yet complementary systems of action in organizations.
€-A leader creates meaningful change in organizations, whereas a manager controls complexity.
€-Charismatic leaders have a profound impact on their followers.
Leadership & Management - Kotter
- Effective leadership produces useful change in organizations.
- Good management controls complexity in the organization and its environment.
- Healthy organizations need both effective leadership and good management.
Leadership & Management - Kotter
- Management process involves:
1) planning & budgeting,
2) organizing and staffing, and
3) controlling and problem solving. - This process reduces uncertainty and stabilizes an organization.
Leadership & Management - Kotter
- Leadership process involves:
1) setting a direction for the organization,
2) aligning people with that direction through communication, and
3) motivating people to action, partly through empowerment and partly through basic need gratification. - This process creates uncertainty and change in an organization.
Abraham Zaleznik - leader/manager
- Leaders have distinct personalities that stand in contrast to the personalities of a manager.
- Leaders agitate for change and new approaches.
- Managers advocate stability and the status quo.
- Dynamic tension between the two make it difficult for each to understand the other.
Abraham Zaleznik - leader/manager
- Leaders & Managers differ along four separate dimensions of personality:
- attitudes toward goals,
- conceptions of work,
- relationships with other people,
- sense of self
Abraham Zaleznik - leader/manager
-Zaleznik’s distinction between leaders and managers is similiar to the distinction made between transactional and transformational leaders and between leadership and supervision.
Abraham Zaleznik - leader/manager
- Some people are strategic leaders who embody both the stability of managers and the visionary abilities of leaders.
- Thus strategic leaders combine the best of both worlds in a synergistic way.
Abraham Zaleznik - leader/manager
- Leader personality characteristics that have been examined include originality, adaptability, introversion-extroversion, dominance, self-confidence, integrity, conviction, mood optimism, and emotional control.
- There is some evidence that leaders may be more adaptable and self-confident than the average group member.
Abraham Zaleznik - leader/manager
- Leader abilities - attention has been devoted to such constructs as social skills, intelligence, scholarship, speech fluency, cooperativeness, and insight.
- There is some evidence that leaders are more intelligent, verbal, and cooperative and have higher level of scholarship than the average group member.
- The trait theories have had very limited success in being able to identify the universal, distinguishing attributes of leaders.
Behavioral Theories - Lewin/Lippitt/White
- Earliest research on leadership style - Autocratic, Democratic, and Laissez-faire.
- These are three basic styles when approaching a group of followers in a leadership situation.
- The specific situation is not an important consideration, because the leader’s style does not vary with the situation.
Behavioral Theories - Lewin/Lippitt/White
-Autocratic Style - A style of leadership in which the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships in the work environment.
-Followers have little discretionary influence over the nature of the work, its accomplishment, or other aspects of the work environment.
€-Autocratic leaders create high pressure for followers
Behavioral Theories - Lewin/Lippitt/White
-Democratic Style - A style of leadership in which the leader takes collaborative, responsive, interactive actions with followers concerning the work and work environment.
-Followers have a high degree of discretionary influence, although the leader has ultimate authority and responsibility.
€-Democratic leaders create healthier environments for followers.
Behavioral Theories - Lewin/Lippitt/White
- Laissez-faire - A style of leadership in which the leader fails to accept the responsibilities of the position.
- Abdicates the authority and responsibility of the position, and this style often results in chaos.
Behavioral Theories - Ohio State Studies
- Initiating Structure and Consideration.
- Initiating Structure - leader behavior aimed at defining and organizing work relationships and roles, as well as establishing clear patterns of organization, communication, and ways of getting things done.
Behavioral Theories - Ohio State Studies
- Initiating Structure and Consideration.
- Consideration - leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit.
- These two leader behaviors are independent of each other. They were intended to describe leader behavior, not to evaluate or judge behavior.
Behavioral Theories - Michigan Studies
-Employee Oriented and Production Oriented - leader’s style has very important implications for the emotional atmosphere of the work environment and, therefore, for the followers who work under that leader.
Behavioral Theories - Michigan Studies
- Employee-Oriented leadership style - work environment focuses on relationships.
- Leader exhibits less direct or less close supervision and establishes fewer written or unwritten rules and regulations for behavior.
- Display concern for people and their needs.
Behavioral Theories - Michigan Studies
- Production-Oriented leadership style - work environment characterized by constant influence attempts on the part of the leader, either through direct, close supervision or through the use of many written and unwritten rules & regulations for behavior.
- Focus is clearly on getting work done.
Behavioral Theories - Lewin/Lippitt/White, Ohio State Studies, & Michigan Studies
-Studies have in common is that two basic leadership styles were identified - one focusing on TASKS (Autocratic/Production Oriented/Initiating Structure) and one focusing on PEOPLE (Democratic/Employee Oriented/Consideration).
Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)
-Focus on Attitudes. An approach to understanding a leader’s or manager’s concern for results (production) and concern for people.
-Five distinct leadership styles (plus 2 new ones).
€-Five styles in the Leadership Grid are Manager, Authority-Obedience Manager, Country Club Manager, Team Manager, and Impoverished Manager.
Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)
- Organization Man Manager - Middle-of-the-road leader who has a medium concern for people and production.
- Attempts to balance a concern for both people and production without a commitment to either.
Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)
- Authority-Compliance Manager - Leader who emphasizes efficient production and little concern for people.
- Desires tight control and considers creativity and human relations unnecessary.
- Some use tactics such as bullying, intimidation, verbal/mental attacks, and mistreatment.
Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)
- Country-Club Manager - Leader who creates a happy, comfortable work environment.
- Great concern for people and little concern for production, attempts to avoid conflict, and seeks to be well liked.
Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)
- Team Manager - Leader who builds a highly productive team of committed people.
- This leader is considered ideal and has great concern for both people and production.
- Works to motivate employees to reach their highest levels of accomplishment, is flexible, responsive to change, and understands the need for change.
Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)
- Impoverished Manager - Exerts just enough effort to get by.
- Laissez-faire leader.
- Has little concern for people or production, avoids taking sides, and stays out of conflicts.
Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)
-Paternalistic “Father-knows-best” Manager - Leader who promises rewards for compliance and threatens punishment for non-compliance.
Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)
- Opportunistic “What’s in it for me” Manager - Leader whose style aims to maximize self-benefit.
- Uses the style that he feels will return him the greatest self-benefits.
Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)
- The Leadership Grid evaluates the Team Manager as the very best style of managerial behavior.
- This is the basis on which the grid has been used for team building and leadership training in an organization’s development.
- As an organizational development method, the grid aims to transform the leader in the organization to lead in the “one best way,” which according to the grid is the team approach.
- The team style is one that combines optimal concern for people with optimal concern for results.
Contingency Theories
- Involve the belief that leadership style must be appropriate for the particular situation.
- Are “if-then” theories - If the situation is _______, then the appropriate leadership behavior is ______.
Fiedler’s Contingency Theory of Leadership
- Proposes that the fit between the leader’s need structure and the favorableness of the leader’s situation determine the team’s effectiveness in work accomplishment.
- Leaders are either task oriented or relationship oriented, depending upon how the leaders obtain their primary need gratification.
- Task-oriented leaders are primarily gratified by accomplishing tasks & getting work done.
- Relationship-oriented leaders are primarily gratified by developing good, comfortable interpersonal relationships.
- Accordingly, the effectiveness of both types of leaders depends on the favorableness of their situation - (Leader’s position power, structure of the team’s task, and the quality of the leader-follower relationships).
Fiedler’s Contingency Theory of Leadership
€-Task-Oriented leaders (low LPC) are most effective in highly favorable or highly unfavorable leadership situations.
€-Relationship-Oriented leaders (high LPC) are most effective in moderately (intermediate) favorable leadership situations.
Path-Goal Theory (Robert House)
- Path-Goal Theory - basic role of the leader is to clear the follower’s path to the goal.
- A leader selects from the four leader behavior styles that is most helpful to followers at a given time:
- Directive Style - give specific guidance about work tasks, schedule work, and let followers know what is expected.
- Supportive Style - express concern for followers’ well-being and social status.
- Participative Style - engage in joint decision making activities with followers.
- Achievement-Oriented Style - set challenging goals for followers and show strong confidence in them.
-The leader always chooses the leader behavior style that helps followers achieve their goals.
Vroom-Yetton-Jago Normative Decision Model
- This model helps leaders and managers know when to have employees participate in the decision making process.
- Helps managers determine the appropriate decision-making strategy to use.
- Recognizes the benefits of Authoritative, Democratic, and Consultive styles of leader behavior.
- Five forms of decision making:
- Decide - manager makes decision alone and either announces it or “sells” it to the group.
- Consult Individually - present problem to group members individually, get input, make decision.
- Consult Group - present problem to group in a meeting, get their inputs, make decision.
- Facilitate - present problem to group in a meeting and acts as facilitator, defines problem and sets boundaries, gets concurrence.
- Delegate - permits group to make the decision within prescribed limits, provides resources & encouragement.
Situational Leadership Model (Paul Hersey/Kenneth Blanchard)
- The leader’s behavior should be adjusted to the maturity level of the followers.
- Employs two dimensions of leader behavior as used in the Ohio State studies - task oriented and relationship oriented.
- Follower maturity is categorized into four levels and follower readiness is determined by the follower’s ability and willingness to complete a specific task.
- Readiness can be low or high depending on the particular task and varies within each person according to the task.
Situational Leadership Model (Paul Hersey/Kenneth Blanchard)
- Four styles of leader behavior:
- Telling Style - follower is unable/unwilling to do task - (provide instruction/closely monitor performance) (high task behavior & low relationship).
- Selling Style - follower is unable but willing and confident to do task - (explain decisions & provide opportunities for help) (high task & high relationship).
- Participating Style - follower is able to complete task but may seem unwilling or insecure about doing so - (encourages follower to participate in decision making) (low task & high relationship).
- Delegating Style - follower is able and willing - (follower readiness is high and low levels of leader involvement are needed) (low task & low relationship).
- Widely used in training and development in corporations
Contingency Theories
€-The Path-Goal Theory, Vroom-Yetton-Jago Theory, and Situational Leadership Model say that a leader should adjust his behavior to the situation and should appreciate diversity among followers.
Recent Developments in Leadership Theory
- Leader-Member Exchange Theory (LMX)
- Leaders form two groups - in groups and out groups of followers.
- In-Group members - similar to leader, greater responsibilities, more rewards, more attention, inner circle of communication, more satisfied, lower turnover, and have higher organizational commitment.
- Out-Group members - outside the circle, less attention, fewer rewards, and are managed by formal rules & policies.
Recent Developments in Leadership Theory
- Substitutes for Leadership
- Task is very satisfying and employees get feedback about performance, leader behavior is irrelevant - employee’s satisfaction comes from the interesting work and the feedback.
- Other things that substitute for leadership include employee high skill, team cohesiveness, and the organization’s formal controls.
Recent Developments in Leadership Theory
- Transformational Leadership
- Leaders inspire and excite followers to high levels of performance.
- They rely on personal attributes instead of their official position to manage followers.
- Encourage followers to set goals congruent with their own authentic interests and values.
- Followers see their work as important and their goals aligned with who they are.
-May work in Military organizations - produced greater development and better performance.
Recent Developments in Leadership Theory
- Transactional Leadership
- Use rewards and punishments to make deals with subordinates.
Recent Developments in Leadership Theory
- Charismatic Leadership
- Leader’s use of personal abilities & talents in order to have profound and extraordinary effects on followers.
- Rely on referent power and sometimes humor.
- Charismatic leaders with socialized power motivation are concerned about the collective well-being of their followers.
- Charismatic leaders with a personalized power motivation are driven by the need for personal gain and glorification.
Emerging Issues in Leadership
€-Emerging issues include emotional intelligence, trust, women leaders, and servant leadership.
Emerging Issues in Leadership
- Emotional Intelligence
- Ability to recognize and manage emotion in oneself and in others.
- Made up of several competencies, including self awareness, empathy, adaptability, and self confidence.
- Under high stress - leaders with higher emotional intelligence tend to keep their cool and make better decisions.
- Leaders with low emotional intelligence make poor decisions and lose their effectiveness.
Emerging Issues in Leadership
- Trust
- An essential element in leadership.
- The willingness to be vulnerable to the actions of another - followers believe that their leader will act with their welfare in mind.
- Trust enables employees to buy in on the direction of the company and new strategy implementations.
- Wise leaders carefully evaluate both the competence and the position of those they trust, seeking out a variety of opinions and input.
Emerging Issues in Leadership
- Women leaders
- Use more people-oriented style that is inclusive and empowering and excel in positions that demand strong interpersonal skills.
Emerging Issues in Leadership
- Servant Leadership
- Leaders should serve employees, customers, and the community.
Followership
-Self leadership in which the follower assumes responsibility for influencing his own performance.
- Types of Followers:
- Effective Followers - Active, responsible, autonomous in their behavior and critical in their thinking without being insubordinate or disrespectful.
- Alienated Followers - think independently and critically, yet are very passive in their behavior - potentially disruptive and a threat to the health of the organization.
- Sheep - don’t think independently or critically and are passive in their behavior - do as they are told.
- Yes People - don’t think independently or critically, yet are very active in their behavior - most dangerous to a leader.
- Survivors - least disruptive and the lowest risk followers in the organization - “better safe than sorry.”
Followership
- Effective Followers are the most valuable to a leader/organization because of their active contributions.
- Effective Followers share 4 essential qualities:
1) Practice self-management and self-responsibility - can delegate to them.
2) Committed to both the organization and a purpose, principle, or person outside themselves - not self centered.
3) Invest in their own competence and professionalism and focus their energy for max impact - look for challenges and ways to add to their talents or abilities.
4) Courageous, honest, and credible - self leaders who do not require close supervision.
The Dynamic Follower
- A responsible steward of his job, effective in managing the relationship with the boss, and practices responsible self management.
- Becomes a trusted advisor to the boss by keeping the boss well informed and building trust and dependability into the relationship - open to constructive criticism and solicits performance feedback.
€-Effective, dynamic followers are competent and active in their work, assertive, independent thinkers, sensitive to their bosses’ needs and demands, and responsible self managers.
€-Caring leadership and dynamic followership go together.
Guidelines for Leadership
-Leadership is the key to influencing organizational behavior and achieving organizational effectiveness.
