What are follower-centered approaches to leadership?
What are inspirational leadership perspectives?
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Leadership categorization theory
Implicit leadership theories - preconceived notions about the attributes
(e.g., traits and behaviors) associated with leaders.
They reflect the structure and content of “cognitive categories” used to
distinguish leaders from nonleaders.
Attributes or leadership prototypes are mental images of the
characteristics that make a “good” leader, that a “real” leader would
possess.
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Followership
The behaviors of individuals acting in relation to
leaders.
Implicit followership theories (IFT)
Preconceive notions about prototypical and
antiprototypical followership behaviors and
characteristics.
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Social construction approaches
Individual behavior is “constructed” in context, as people act
and interact in situations.
Passive followership beliefs - beliefs that followers should be
passive, deferent and obedient to authority.
Proactive followership beliefs - beliefs that followers should
express opinions, take initiative, and constructively question and
challenge leaders.
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Transactional leadership
Involves leader-follower exchanges necessary for achieving
routine performance that is agreed upon by leaders and followers.
•Uses various kinds of rewards in exchange for mutually agreed-upon
accomplishment.
•Watches for deviations from rules and standards and taking corrective
action.
•Intervenes only if standards not met.
•Laissez faire style – avoids making decisions.
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Dimensions of transformational
leadership
Charisma
Inspiration
Intellectual stimulation
Individualized consideration
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Charismatic leaders
Leaders who, by force of their personal
abilities, are capable of having a profound
and extraordinary effect on followers.
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Charismatic/transformational
leadership is not uniformly better
Approaches with special emphasis on
vision often emphasize training.
Dark-side charismatic leaders can have
negative effects on followers.
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Transactional 1) Contingent reward: leader exchanges
leadership rewards or promises rewards for results
and effort.
2) a) Management by exception (active):
leader watches followers closely for
mistakes and deviations from rules and
takes corrective actions.
b) Management by exception (passive):
Leader intervenes only if standards are
not met.
Non- 1) Laissez-Faire: leader abdicates
transactional responsibility, delays or avoids making
leadership decisions, gives no feedback and makes
few efforts to satisfy follower needs.
Behavioural dimensions of transformational and transactional leadership
Source: Adapted from Bass, 1990
Transformation 1) Idealised influence: leader provides
al vision and a sense of mission, acts as
leadership role model and gains respect and trust.
2) Inspirational motivation: leader inspires,
encourages others to raise expectations,
reduces complexity to key issues and
uses simple language to convey the
mission.
3) Intellectual stimulation: leader stimulates
others to think, encourages their
imagination and challenges the accepted
ways of doing things.
4) Individualised consideration: leader
develops others, provides challenges and
learning opportunities and delegates to
raise
Behavioural dimensions of transformational their skills
and transactional and confidence.
leadership
Source: Adapted from Bass, 1990
Behaviours and Behaviours and
Culturally
traits universally traits universally
contingent
considered considered
endorsement of
facilitators of impediments to
leadership
Leadership leadership
Attributes
effectiveness Effectiveness
Trustworthiness Loner Individualistic
Visionary Asocial Status-conscious
Inspirational and
Non-cooperative Risk taking
motivating
Communicative Dictatorial
Source: Adapted from House et al. , 2004
Relationship Task oriented
Characteristics
oriented leadership leadership
...of the subordinate
Ability / experience / training Substitutes for
Professionalism Substitutes for Substitutes for
Indifference toward rewards Neutralises Neutralises
...of the task
Highly structured Substitutes for
Provides its own feedback Substitutes for Substitutes for
Intrinsically satisfying
...of the organisation
Clear, written goals and Substitutes for Substitutes for
objectives
Cohesive work groups Neutralises Substitutes for
Spatial distance between Neutralises
superior and subordinates
Source: Adapted from Kerr and Jermier, 1978
Leadership-Membership Exchange Theory
Shows that leaders develop differentiated relationships with
subordinates in their work groups.
Leadership is generated when leaders and followers are able to
develop “incremental influence” with one another that produces
behavior above and beyond what is required by the work
contract.
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Leaders developing more positive relationships with
some individuals and having more positive
exchanges with those individuals.
Servant Leadership
• Focus on serving others.
Structural-Cultural Model
Women develop leadership styles different than men
because of;
lack of power
lack of respect
Stereotypes
Socialization Model
All leadership styles in an organization are the same.
Anglo cluster (ideal leader)
Charismatic influence and inspiration
Encourage participation
Diplomatic
Delegate authority
Allow everyone to have their say
Arabic cluster (ideal leader)
Need to balance paradoxical set of expectations
not to differentiate themselves
modest styles
charismatic and powerful
direct most decisions and actions
Germanic cluster (ideal leader)
Charismatic
Highly team-oriented
Participative
Southern Asia cluster (ideal leader)
Humane
Participative
Charismatic
Expected to be benevolent while maintaining a strong
position of authority
