978-1305502215 Chapter 11 Part 2

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Leadership •

A. Charismatic Leadership

1. The charismatic leader has the ability to inspire and motivate people to do more than

they would normally do, despite obstacles and personal sacrifice.

2. The impact of charismatic leaders normally come from:

a. stating a lofty vision of an imagined future that employees identify with

b. displaying an ability to understand and empathize with followers

c. empowering and trusting subordinates to accomplish results.

3. Charismatic leaders are often skilled in the art of visionary leadership. A vision is an

attractive, ideal future that is credible yet not readily attainable. Charismatic leaders

have a strong vision for the future, almost an obsession, and they can motivate others

to help realize it.

B. Transformational versus Transactional Leadership

1. Transformational leaders are distinguished by their special ability to bring about

innovation and change. They recognize followers’ needs and concerns, help them

look at old problems in new ways, and encourage them to question the status quo.

2. Transformational leaders create significant change in both followers and the

organization. They have the ability to lead changes in the organization’s mission,

structure, and human resource management. They focus on intangibles, such as

vision, shared values, and ideas to build relationships, give larger meaning to

activities, and enlist followers in change.

3. Studies show that transformational leadership has a positive impact on follower

development and follower performance. Transformational leadership skills can be

learned and are not ingrained personality characteristics.

4. Transactional leaders clarify subordinates’ role and task requirements, initiate

structure, provide appropriate rewards, and try to be considerate and meet the social

needs of subordinates. Transactional leaders excel at management functions, are

hardworking, tolerant, and fair-minded. They stress the impersonal aspects of

performance, such as plans, schedules, and budgets.

Discussion Question #6: What is transformational leadership? Give examples of organizational

situations that would call for transformational, transactional, or charismatic leadership.

NOTES________________________________________________________________________

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VIII. FOLLOWERSHIP Exhibit 11.10

Many of the qualities that define a good leader are the same qualities as those possessed by a

good follower. One model of followership involves five follower styles, categorized according

to two dimensions.

A. The first dimension is the quality of independent, critical thinking versus dependent,

uncritical thinking. Independent critical thinkers are mindful of the effects of their own

and others’ behavior on achieving organizational goals. They can weigh the impact of

their boss’s and their own decisions and offer constructive criticism, creativity, and

innovation. A dependent, uncritical thinker does not consider possibilities beyond what

he or she is told, does not contribute to the cultivation of the organization, and accepts the

supervisor’s ideas without thinking.

B. The second dimension is active versus passive behavior. An active follower participates

fully in the organization, engages in behavior that is beyond the limits of the job,

demonstrates a sense of ownership, and initiates problem solving and decision making.

A passive follower is characterized by a need for constant supervision and prodding by

supervisors.

C. The combinations of critical thinker/uncritical thinker and active/passive behavior result

in five types of followers.

1. The alienated follower is a passive but independent, critical thinker. Alienated

employees are often effective followers who have experienced setbacks and

obstacles, perhaps promises broken by their superiors.

2. The conformist participates actively in a relationship with the boss but doesn’t use

critical thinking skills. A conformist typically carries out any and all orders

regardless of the nature of the request.

3. The pragmatic survivor has qualities of all four extremes, depending on which style

fits with the prevalent situation. This type of person uses whatever style best benefits

his or her own position and minimizes risk.

4. The passive follower exhibits neither critical, independent thinking nor active

participation. Being passive and uncritical, these people show neither initiative nor a

sense of responsibility.

5. The effective follower is both a critical, independent thinker and active in the

organization. Effective followers behave the same toward everyone, regardless of

their position in the organization.

NEWMANAGER SELF-TEST: WHAT IS YOUR FOLLOWER STYLE?

Effective followers recognize that they have power in their relationships with superiors; thus,

they have the courage to manage upward, to initiate change, and even to put themselves at risk or

in conflict with the boss if they believe that it serves the best interest of the team or organization.

Leadership •

Students can assess their followership style and think about what they might do to be more

effective as a follower.

Discussion Question #8: Why do you think so little attention is given to followership compared to

leadership in organizations? Discuss how the role of an effective follower is similar to the role

of a leader.

NOTES_______________________________________________________________________

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IX. POWER AND INFLUENCE

Power is the potential ability to influence the behavior of others. Influence is the effect of a

person’s actions on the attitudes, values, beliefs, or behavior of others. Power is the capacity to

cause a change in a person; influence may be thought of as the degree of actual change. Power

results from an interaction of leader and followers.

Sometimes power comes from a person’s position in the organization, while other sources of

power are based on personal characteristics. Within organizations, there are typically five

sources of power: legitimate, reward, coercive, expert, and referent.

A. Hard Position Power

1. The traditional manager’s power comes from the organization. The manager’s

position gives him or her power to reward or punish subordinates to influence

behavior. Examples of position power include:

a. Legitimate power comes from a formal management position in an organization

and the authority granted to it. Subordinates accept this source of power as

legitimate, which is why they comply.

b. Reward power stems from the manager’s authority to bestow rewards on other

people. Legitimate power and reward power are most likely to generate

compliance.

c. Coercive power is the opposite of reward power. Here, the manager has the

authority to punish or recommend punishment, which often generates resistance.

Resistance means workers tend to try to avoid carrying out instructions or will

attempt to disobey them.

B. Personal Soft Power

1. Personal power often comes from internal sources, such as a person’s special

knowledge or personality. Examples of personal power include:

a. Expert power results from a leader’s special knowledge or skill regarding the

tasks performed by followers.

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b. Referent power comes from leader personality characteristics that command

subordinates’ identification, respect, and admiration so they wish to emulate the

leader. Subordinate response will be commitment, which means subordinates will

enthusiastically carry out instructions. Leaders can increase their referent power

when they share power and authority with employees. A significant trend is to

empower lower employees.

Discussion Question #9: Do you think leadership is more important or less important in today’s

flatter, team-based organizations? Are some leadership styles better suited to such

organizations as opposed to traditional hierarchical organizations? Explain.

NOTES________________________________________________________________________

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C. Other Sources of Power

1. Personal effort results in gaining power when people show initiative, work beyond

what is expected of them, take on undesirable but important projects, and show

interest in learning about the organization and industry.

2. People who are enmeshed in a network of relationships have greater power.

3. Information is a primary business resource, and people who have access to

information and control over how and to whom it is distributed are typically

powerful.

D. Interpersonal Influence Tactics Exhibit 11.11

1. Leaders often use a combination of influence strategies, and people who are

perceived as having greater power and influence typically are those who use a wider

variety of tactics. There are six principles for asserting influence.

a. Use rational persuasion. Use facts, data, and logical argument to persuade others.

b. Help people like you. People would rather say yes to someone they like than to

someone they don’t like.

c. Rely on the rule of reciprocity. Take advantage of the exchange of benefits and

favors.

d. Develop allies. Develop networks of allies—people who can help you

accomplish your goals.

e. Ask for what you want. Make a direct and personal request.

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f. Appeal to higher authority. Gain the support of people at higher levels to back

you up.

SUGGESTED ANSWERS TO END–OF-CHAPTER DISCUSSION

QUESTIONS

1. Suggest some personal traits that you believe would be useful to a business leader today.

Are these traits more valuable in some situations than in others? How do you think traits

differ from strengths?

2. In a study asking what people wanted from leaders versus followers, people ranked maturity

number 8 for followers, but number 15 for leaders. What might account for people wanting a

higher maturity level from followers?

3. If a male manager changes his behaviors to incorporate elements of interactive leadership

more common to female managers, can he still be an “authentic” leader? Discuss.

4. Studies of women leaders suggest that many of them view power differently than men do and

prefer a collaborative, relationship-oriented use of power. If this is the case, what does it

suggest about women leaders’ abilities to accomplish goals? What does it suggest about

women’s ability to rise to higher organizational levels? Discuss.

5. What skills and abilities does a manager need to lead effectively in a virtual environment?

Do you believe a leader with a consideration style or an initiating-structure style would be

more successful as a virtual leader? Explain your answer.

The point of this question is that no one style is preferable to another. Consideration is the extent

to which the leader respects subordinates’ ideas and feelings, provides open communication,

6. What is transformational leadership? Give examples of organizational situations that would

7. How does Level 5 leadership differ from the concept of servant leadership? Do you believe

anyone has the potential to become a Level 5 leader? Discuss.

8. Why do you think so little attention is given to followership compared to leadership in

organizations? Discuss how the role of an effective follower is similar to the role of a leader.

9. Do you think leadership is more important or less important in today’s flatter, team-based

organizations? Are some leadership styles better suited to such organizations as opposed to

traditional hierarchical organizations? Explain.

leadership styles that are more people oriented are better suited to team-based organizations

because of the increased need for coordination and empowerment.

10. Consider the leadership position of a senior partner in a law firm. What task, subordinate,

and organizational factors might serve as substitutes for leadership in this situation?

Macro variables such as formalization, inflexibility, and physical separation probably would not

APPLY YOUR SKILLS: SELF-LEARNING

What Is the Impact of Leadership?

The questions in this exercise relate to the “romance” of leadership, which is the romantic view

that leaders are very responsible for organizational performance, while ignoring other factors

such as economic conditions. Company performance is difficult to control and is an outcome of

complex forces. After completing the questions, students should discuss their scores and their

beliefs about leadership with a partner.

APPLY YOUR SKILLS: GROUP LEARNING

Assumptions about Leaders

Students are asked to complete sentences based on their views on leadership. Then in groups,

students discuss what they’ve learned about their assumptions about leadership and how these

assumptions relate to the theories of leadership discussed in the chapter.

APPLY YOUR SKILLS: ETHICAL DILEMMA

Too Much of a Good Thing?

1. Tell Carolyn Clark that employee volunteerism is important to the company and that while

her performance evaluation will not be affected by her decision, she should consider helping

Harris because it is an opportunity to help a worthy community project.

2. Tell Darius Harris that the employee volunteer program is just that: a volunteer program.

Even though the company sees volunteerism as an important piece of its campaign to repair

its tarnished image, employees must be free to choose whether to volunteer. He should not

ask for the help of his direct reports with the after-school program.

3. Discipline Darius Harris for coercing his subordinates to spend their own time on his

volunteer work at the community after-school program. This action will send a signal that

coercing employees is a clear violation of leadership authority.

APPLY YOUR SKILLS: CASE FOR CRITICAL ANALYSIS

“What’s Wrong with the Team?”

1. How would you characterize Rankin’s leadership style? What approach do you think is

correct for this situation? Why?

2. What would you do now if you were Rankin? How might you awaken more enthusiasm in

your team for completing this project on time? Suggest specific steps.

Leadership •

The charismatic leader has the ability to inspire and motivate people to do more than what they

would normally do, despite obstacles and personal sacrifice. Following are some of the ways that

Rankin can be a charismatic leader:

a. Stating a lofty vision of an imagined future that employees identify with

b. Displaying an ability to understand and empathize with followers

c. Empowering and trusting subordinates to accomplish results

Charismatic leaders are often skilled in the art of visionary leadership. A vision is an attractive,

ideal future that is credible yet not readily attainable. Charismatic leaders have a strong vision for

the future, almost an obsession, and they can motivate others to help realize it.

Transformational leaders are distinguished by their special ability to bring about innovation and

change. They recognize followers’ needs and concerns, help them look at old problems in new

ways, and encourage them to question the status quo. Transformational leaders create significant

change in both followers and the organization. They have the ability to lead changes in the

organization’s mission, structure, and human resource management. They focus on intangibles,

such as vision, shared values, and ideas to build relationships, give larger meaning to activities,

and enlist followers in change.

Studies show that transformational leadership has a positive impact on follower development and

follower performance. Transformational leadership skills can be learned and are not ingrained

personality characteristics.

3. How would you suggest that Rankin modify his leadership style if he wants to succeed Dyer

in two years? Be specific.

ON THE JOB VIDEO CASE ANSWERS

Camp Bow Wow: Leadership

1. Does Camp Bow Wow CEO Heidi Ganahl possess qualities associated with contemporary

leadership?

2. In what way is Heidi Ganahl’s leadership charismatic and visionary? Give examples.

3. Where does Heidi Ganahl’s leadership fall on the Leadership Grid discussed in this chapter

and illustrated in Exhibit 11.6? Explain.