Northwestern School of Police Staff & Command - Chapter 4 - Leadership & Followership

Question 1

What is Leadership?

Answer 1

-The process of guiding and directing the behavior of people/followers in organizations/work environment.

€-Leaders & Followers are companions in these processes.

Question 2

Formal Leadership

Answer 2

• 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.

Question 3

Informal Leadership

Answer 3

• 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

Question 4

Followership

Answer 4

€-The process of being guided and directed by a leader in the work environment.

Question 5

Leadership & Management - Kotter

Answer 5

-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.

Question 6

Leadership & Management - Kotter

Answer 6

• 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.

Question 7

Leadership & Management - Kotter

Answer 7

• Management process involves:
  1) planning & budgeting,
  2) organizing and staffing, and
  3) controlling and problem solving.
• This process reduces uncertainty and stabilizes an organization.

Question 8

Leadership & Management - Kotter

Answer 8

• 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.

Question 9

Abraham Zaleznik - leader/manager

Answer 9

• 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.

Question 10

Abraham Zaleznik - leader/manager

Answer 10

• Leaders & Managers differ along four separate dimensions of personality:
• attitudes toward goals,
• conceptions of work,
• relationships with other people,
• sense of self

Question 11

Abraham Zaleznik - leader/manager

Answer 11

-Zaleznik’s distinction between leaders and managers is similiar to the distinction made between transactional and transformational leaders and between leadership and supervision.

Question 12

Abraham Zaleznik - leader/manager

Answer 12

• 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.

Question 13

Abraham Zaleznik - leader/manager

Answer 13

• 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.

Question 14

Abraham Zaleznik - leader/manager

Answer 14

• 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.

Question 15

Behavioral Theories - Lewin/Lippitt/White

Answer 15

• 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.

Question 16

Behavioral Theories - Lewin/Lippitt/White

Answer 16

-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

Question 17

Behavioral Theories - Lewin/Lippitt/White

Answer 17

-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.

Question 18

Behavioral Theories - Lewin/Lippitt/White

Answer 18

• 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.

Question 19

Behavioral Theories - Ohio State Studies

Answer 19

• 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.

Question 20

Behavioral Theories - Ohio State Studies

Answer 20

• 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.

Question 21

Behavioral Theories - Michigan Studies

Answer 21

-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.

Question 22

Behavioral Theories - Michigan Studies

Answer 22

• 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.

Question 23

Behavioral Theories - Michigan Studies

Answer 23

• 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.

Question 24

Behavioral Theories - Lewin/Lippitt/White, Ohio State Studies, & Michigan Studies

Answer 24

-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).

Question 25

Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)

Answer 25

-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.

Question 26

Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)

Answer 26

• 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.

Question 27

Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)

Answer 27

• 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.

Question 28

Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)

Answer 28

• 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.

Question 29

Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)

Answer 29

• 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.

Question 30

Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)

Answer 30

• 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.

Question 31

Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)

Answer 31

-Paternalistic “Father-knows-best” Manager - Leader who promises rewards for compliance and threatens punishment for non-compliance.

Question 32

Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)

Answer 32

• 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.

Question 32

Leadership Grid (Managerial Grid) (Robert Blake & Jane Mouton)

Answer 32

• 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.

Question 33

Contingency Theories

Answer 33

• 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 ______.

Question 34

Fiedler’s Contingency Theory of Leadership

Answer 34

• 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).

Question 35

Fiedler’s Contingency Theory of Leadership

Answer 35

€-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.

Question 36

Path-Goal Theory (Robert House)

Answer 36

• 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.

Question 37

Vroom-Yetton-Jago Normative Decision Model

Answer 37

• 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.

Question 38

Situational Leadership Model (Paul Hersey/Kenneth Blanchard)

Answer 38

• 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.

Question 39

Situational Leadership Model (Paul Hersey/Kenneth Blanchard)

Answer 39

• 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

Question 40

Contingency Theories

Answer 40

€-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.

Question 41

Recent Developments in Leadership Theory

Answer 41

• 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.

Question 42

Recent Developments in Leadership Theory

Answer 42

• 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.

Question 43

Recent Developments in Leadership Theory

Answer 43

• 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.

Question 44

Recent Developments in Leadership Theory

Answer 44

• Transactional Leadership

- Use rewards and punishments to make deals with subordinates.

Question 45

Recent Developments in Leadership Theory

Answer 45

• 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.

Question 46

Emerging Issues in Leadership

Answer 46

€-Emerging issues include emotional intelligence, trust, women leaders, and servant leadership.

Question 47

Emerging Issues in Leadership

Answer 47

• 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.

Question 48

Emerging Issues in Leadership

Answer 48

• 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.

Question 49

Emerging Issues in Leadership

Answer 49

• Women leaders
• Use more people-oriented style that is inclusive and empowering and excel in positions that demand strong interpersonal skills.

Question 50

Emerging Issues in Leadership

Answer 50

• Servant Leadership

- Leaders should serve employees, customers, and the community.

Question 51

Followership

Answer 51

-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.”

Question 52

Followership

Answer 52

• 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.

Question 53

The Dynamic Follower

Answer 53

• 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.

Question 54

Guidelines for Leadership

Answer 54

-Leadership is the key to influencing organizational behavior and achieving organizational effectiveness.