Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 2

Chapter 2 - Leadership involves an interaction between the leader, the followers, and the situation. Leadership is a process in which leaders and followers interact dynamically in a particular situation or environment. Leadership is a broader concept than that of leaders, and the study of leadership must involve more than just the study of leaders as individuals. The study of leadership must also include two other areas: the followers and the situation.

2­1 McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved C   HAPTER T WO Leadership Involves an  Interaction Between the Leader,  the Followers, and the Situation  An Interactional Framework For  Analyzing Leadership Leader Personality Position Expertise, Etc Leadership Followers Values McGraw­Hill/Irwin Situation Task Norms Stress Cohesiveness, Environment, Etc Etc © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 2­3 Styles of Followership • • • • • McGraw­Hill/Irwin Alienated  Conformist Pragmatists Passive Exemplary â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 2ư4 LeaderTraitsThatInfluencethe LeadershipProcess ã ã • • McGraw­Hill/Irwin Personality Position Experience Selection process © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 2­5 Follower Traits That Influence the  Leadership Process  • • • • McGraw­Hill/Irwin Expectations Personality Maturity Competency levels © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 2­6 Follower Traits That Influence the Leadership  Process, continued  • Motivation • Number of followers • Trust and confidence McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 2ư7 FollowersCanMakeaBigger ContributionBy: ã Beingmoreproactiveinsolving organizationalproblems ã Becomingbetterskilledatinfluencing upward. ã Stayingflexibleandopento opportunities McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 2ư8 HowLeadersInteractwith Followers ã Create environments where  followers’ innovations and creative  contributions are welcome • Encourage growth and development  in followers • Interested in the big picture of  followers’ work McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 2­9 How Leaders Interact with Followers, continued  • Motivate followers through more  personal and intangible factors • Redefine the parameters of tasks  and responsibilities • Change situations rather than  just optimize their group’s  adaptation to it.  McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 2­10 ... Etc Etc ©? ?20 02? ?The? ?McGraw­Hill Companies, Inc., All Rights Reserved 2? ?3 Styles? ?of? ?Followership • • • • • McGraw­Hill/Irwin Alienated  Conformist Pragmatists Passive Exemplary ? ?20 02TheMcGrawưHillCompanies,Inc.,AllRightsReserved... ? ?20 02TheMcGrawưHillCompanies,Inc.,AllRightsReserved 2? ?4 LeaderTraitsThatInfluencethe LeadershipProcess ã ã ã ã McGrawưHill/Irwin Personality Position Experience Selectionprocess ? ?20 02TheMcGrawưHillCompanies,Inc.,AllRightsReserved 2? ?5 FollowerTraitsThatInfluencethe... personal and intangible factors • Redefine? ?the? ?parameters? ?of? ?tasks  and responsibilities • Change situations rather than  just optimize their group’s  adaptation to it.  McGraw­Hill/Irwin ©? ?20 02? ?The? ?McGraw­Hill Companies, Inc., All Rights Reserved