Module 13: Resolving the Leadership Puzzle: Through followership, individuals follow a leader willingly. For example, in organizations, employees ar
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Module 13: Resolving the Leadership Puzzle:
Through followership, individuals follow a leader willingly. For example, in organizations, employees are considered followers while team leads, supervisors, and managers are considered leaders. In organizations, most employees willingly accept following leaders to help them achieve their goals.
In the table below, from Northouse (2022, p. 354), we can see the typologies of followership. The behaviors associated with these noted typologies describe the behaviors of followers.
Source: Northouse, P. G. (2022). Leadership: Theory and practice (9th ed., pp. 354). Sage Publications.
Thinking about followership and its typologies:
1. From each typology (Zaleznik, Kelley, Chaleff and Kellerman), select one behavior that defines a follower.
2. Explain details about each of the four behaviors that you selected. Then, detail what these behaviors mean when applied in an organizational setting.
3. Determine which leadership style is best suited for each of the selected followers behavior and why.
4. Give an example of where (type of job or organization) the followers behaviors that you selected will be most effective.
Embed course material concepts, principles, and theories (including supporting citations) along with at least two current, scholarly, peer-reviewed journal articles. You may find that your discussion of leadership characteristics is easily supported with such current scholarly research, while the information about how your chosen leader exhibits those leadership characteristics is supported by popular research.
Keep in mind that current scholarly references can be found in the Saudi Digital Library by conducting an advanced search. Current research means published in the last five years.
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Chapter 12 in Leadership: Theory and Practice
Pietrszewski, D. (2020). The evolution of leadership: Leadership and followership as a solution to the problem of creating and executing successful coordination and cooperation enterprises. The Leadership Quarterly, 31(2), 1-14.
Bastardoz, N., & Van Vugt, M. (2019). The nature of followership: Evolutionary analysis and review. The Leadership Quarterly, 30(1), 81-95.
Recommended:
,
Followership
Chapter 12
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2
Overview
Followership Description
Followership Defined
Role-Based and Relational-Based Perspectives
Typologies of Followership
Theoretical Approaches
Followership and Destructive Leaders
How Does Followership Work?
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Followership Description
Followers play a central role in the leadership process.
Historically, leaders have captured most of our attention.
Leaders have been viewed as the causal agents for organizational change.
Today, researchers view leadership as a shared process. Leaders and followers are interdependent.
The world needs more followers, and less glorified leaders.
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Followership Defined
Followership–is a process whereby an individual or individuals accept the influence of others to accomplish a common goal.
Followership has an ethical dimension; it is not morally neutral.
There are ethical consequences to followership; the character and behavior of followers have an impact on organizational outcomes.
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Role-Based Perspective
Focus is on the typical roles followers enact while occupying a formal or informal position within a hierarchical system.
Followers’ behaviors affect the leader and organizational outcomes.
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Relational-Based Perspective
Based on social constructivism: People create meaning about their reality as they interact with each other.
Followership is co-created by the leader and follower in a given situation through communication.
Leadership occurs as people exert influence on each other and respond to those influence attempts.
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Four Typologies of Followership
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Zaleznik Typology (1965)
Psychological view of follower behaviors
Two axes of follower behaviors:
-dominance/submission
-passivity/activity
Four types of followers
– withdrawn (submissive/passive)
– masochistic (submissive/active)
– compulsive (dominance/passive)
– impulsive (dominance/active)
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Types represent followers’ responses to inner tensions regarding authority. Tensions may be unconscious but often come to the surface when interacting with the leader.
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Kelly Typology (1992)
Most recognized followership typology
Followers are enormously valuable to organizations
Emphasizes the motivations of followers
What accounts for exemplary followership?
Two axes of follower behavior:
– independent critical thinking/dependent uncritical thinking
– active/passive
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Passive followers: Look to leader for direction and motivation
Conformist followers: On the leader’s side but still look for direction and guidance
Alienated followers: Think for themselves and exhibit negative energy
Exemplary followers: Active, positive, and offer independent constructive criticism
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Effective followers share same qualities:
They self-manage and think for themselves; exercise control, work without supervision.
They show strong commitment to organizational goals and well as personal goals.
They build their competence and master job skills.
They are credible, ethical, and courageous.
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Chaleff Typology (1995, 2003, 2008)
Developed from WWI experience. Why do people follow toxic leaders like Hitler? What can be done to prevent this from recurring?
Followers serve a common purpose along with leaders.
Followers need to take a more proactive role.
Followers need to take more responsibility, feel more agency, and confidence in ability to influence others.
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Prescriptive approach to making courageous followers:
Assume responsibility for the common purpose
Support the leader and organization
Constructively challenge the leader if the common purpose or integrity of the group is being threatened
Champion the need for change when necessary
Take a moral stand that is different from the leader’s to prevent ethical abuses
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Two axes of courageous followership:
– courage to support (low–high)
– courage to challenge (low–high)
Four styles of followership
– Resource (low support, low challenge)
– Individualist (low support, high challenge)
– Implementer (high support, low challenge)
– Partner (high support, high challenge)
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Kellerman Typology (2008)
Developed from perspective of political science
Leaders’ importance overestimated because they have more power, authority and influence; importance of followers is underestimated.
Followers are “unleaders” with less rank and who defer to leaders.
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Followers differentiated on one attribute: Level of engagement (low–high)
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Five levels of followers:
Isolates are completely unengaged.
Bystanders are observers who do not participate.
Participants are partially engaged and willing to take a stand on issues.
Activists feel strongly about the leader and the leader’s policies and act on their own beliefs.
Diehards are totally dedicated to their cause; deeply committed to supporting the leader or opposing the leader.
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The Value of Typologies
Provide a starting point for research
Highlight many ways followers have been conceptualized
Share some commonalities among them
Provide labels for follower types which can assist leaders in effectively communicating with them
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Theoretical Approaches to Followership
Uhl-Bien (2014)–Followership is comprised of “characteristics, behaviors and processes of individuals acting in relation to leaders.”
Followership is a relationally-based process that includes how followers and leaders interact to construct leadership and its outcomes.
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Follower characteristics
– attributes, traits, motivations, and perceptions
Leader characteristics
– attributes, power, perceptions, and affect
Followership and leadership behaviors
– Extent to which followers obey, defer to, or resist the leader
– How leader influences followers to respond
Followership outcomes
-Results that influence the follower, leader, their relationship, and the leadership process.
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Two Theoretical Frameworks
Reversing the Lens
Focus on how followers affect leaders and organizational outcomes
Followers can be change agents
-Impact of follower characteristics on follower behavior
– Impact of follower behavior on leader perceptions and behaviors and vice versa
– Impact of both followers and leaders on followership outcomes
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The Leadership Co-Created Process
One person’s leadership behaviors interact with another person’s followership behaviors to create leadership and its outcomes.
Leader behaviors are influence attempts.
Follower behaviors grant power to another, comply, or challenge.
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New Perspectives on Followership Carsten, Harms, and Uhl-Bien, 2014
Followers get the job done
Followers work in the best interest of the organization’s mission
Followers challenge leaders
Followers support the leader
Followers learn from leaders
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Followership and Destructive Leaders Lipman-Blumen: The Allure of Toxic Leaders (2005)
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How Followership Works
Discussing followership elevates its importance and the value of followers
Followership is about how individuals accept influence of others to reach a common goal
Research helps us understand why harmful leadership occurs and sometimes goes unrestrained
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Strengths
Recognizes followership as an integral part of the leadership equation
Forces a whole new way for people to think about leadership, and to focus on followers
Views leadership as co-constructed
Provides a set of basic prescriptions for what a follower should or shouldn’t’ do to be effective
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Criticisms
Little methodical research ahs been done so far
Current followership literature primarily based on observation and anecdote
Leader-centric view of leadership may be too ingrained for followership to gain importance
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Application
Followership is as important as leadership.
Learning about leadership can be useful for organizational training and development.
Leaders can learn how to understand followers and how to most effectively work with them.
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,
Leadership six th edition
To Laurel, Scott, Lisa, and Madison
Peter G. Northouse Western Michigan University
Leadership Theor y and prac tice • Six th Edition
To Laurel, Scott, Lisa, and Madison
Peter G. Northouse Western Michigan University
Leadership Theor y and prac tice • Six th Edition
Copyright © 2013 by SAGE Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher.
Printed in the United States of America
Library of Congress Cataloging-in-Publication Data
Northouse, Peter Guy.
Leadership : theory and practice / Peter G. Northouse. — 6th ed.
p. cm. Includes bibliographical references and index.
ISBN 978-1-4522-0340-9 (pbk.)
1. Leadership. 2. Leadership–Case studies. I. Title.
HM1261.N67 2013 303.3′4–dc23 2011049043
12 13 14 15 16 10 9 8 7 6 5 4 3 2 1
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Contents
Preface xiii Special Features xiv Audience xiv
Acknowledgments xvii
1. Introduction 1 Leadership Defined 2
Ways of Conceptualizing Leadership 4 Definition and Components 5
Leadership Described 6 Trait Versus Process Leadership 7 Assigned Versus Emergent Leadership 8 Leadership and Power 9 Leadership and Coercion 11 Leadership and Management 12
Plan of the Book 14 Summary 14 References 16
2. Trait Approach 19 Description 19
Intelligence 23 Self-Confidence 24 Determination 25 Integrity 25 Sociability 26 Five-Factor Personality Model and Leadership 26 Emotional Intelligence 27
How Does the Trait Approach Work? 28 Strengths 29 Criticisms 30 Application 32
Case Studies 32 Case 2.1 Choosing a New Director of Research 33 Case 2.2 A Remarkable Turnaround 34 Case 2.3 Recruiting for the Bank 36
Leadership Instrument 37 Leadership Trait Questionnaire (LTQ) 38
Summary 40 References 41
3. Skills Approach 43 Description 43
Three-Skill Approach 44 Skills Model 47
How Does the Skills Approach Work? 57 Strengths 58 Criticisms 59 Application 60 Case Studies 61
Case 3.1 A Strained Research Team 61 Case 3.2 A Shift for Lieutenant Colonel Adams 63 Case 3.3 Andy’s Recipe 65
Leadership Instrument 67 Skills Inventory 69
Summary 71 References 72
4. Style Approach 75 Description 75
The Ohio State Studies 76 The University of Michigan Studies 77 Blake and Mouton’s Managerial (Leadership) Grid 78 Paternalism/Maternalism 81 Opportunism 82
How Does the Style Approach Work? 83 Strengths 84 Criticisms 85 Application 86 Case Studies 87
Case 4.1 A Drill Sergeant at First 87 Case 4.2 Eating Lunch Standing Up 88 Case 4.3 We Are Family 89
Leadership Instrument 92 Style Questionnaire 93
Summary 95 References 96
5. Situational Approach 99 Description 99
Leadership Styles 101 Development Levels 102
How Does the Situational Approach Work? 103 Strengths 105 Criticisms 106 Application 109 Case Studies 110
Case 5.1 What Style Do I Use? 110 Case 5.2 Why Aren’t They Listening? 111 Case 5.3 Getting the Message Across 113
Leadership Instrument 114 Situational Leadership 116
Summary 119 References 120
6. Contingency Theory 123 Description 123
Leadership Styles 123 Situational Variables 124
How Does Contingency Theory Work? 126 Strengths 127 Criticisms 128 Application 130 Case Studies 130
Case 6.1 No Control Over the Student Council 131 Case 6.2 Giving Him a Hard Time 131 Case 6.3 What’s the Best Leader Match? 132
Leadership Instrument 133 Least Preferred Coworker (LPC) Measure 134
Summary 135 References 136
7. Path–Goal Theory 137 Description 137
Leader Behaviors 139 Subordinate Characteristics 141 Task Characteristics 142
How Does Path–Goal Theory Work? 143
Strengths 145 Criticisms 145 Application 147 Case Studies 148
Case 7.1 Three Shifts, Three Supervisors 148 Case 7.2 Direction for Some, Support for Others 150 Case 7.3 Marathon Runners at Different Levels 152
Leadership Instrument 154 Path–Goal Leadership Questionnaire 155
Summary 157 References 158
8. Leader–Member Exchange Theory 161 Description 161
Early Studies 161 Later Studies 164 Leadership Making 165
How Does LMX Theory Work? 168 Strengths 169 Criticisms 170 Application 172 Case Studies 173
Case 8.1 His Team Gets the Best Assignments 174 Case 8.2 Working Hard at Being Fair 175 Case 8.3 Taking on Additional Responsibilities 177
Leadership Instrument 179 LMX 7 Questionnaire 180
Summary 182 References 183
9. Transformational Leadership 185 Description 185
Transformational Leadership Defined 186 Transformational Leadership and Charisma 187 A Model of Transformational Leadership 189 Other Transformational Perspectives 196
How Does the Transformational Approach Work? 199 Strengths 200 Criticisms 202 Application 204 Case Studies 205
Case 9.1 The Vision Failed 206 Case 9.2 An Exploration in Leadership 207
Case 9.3 Her Vision of a Model Research Center 209 Leadership Instrument 211
Sample Items From the Multifactor Leadership Questionnaire (MLQ) Form 5X-Short 213
Summary 214 References 215
10. Servant Leadership 219 Description 219
Servant Leadership Defined 220 Historical Basis of Servant Leadership 220 Ten Characteristics of a Servant Leader 221 Building a Theory About Servant Leadership 223
Model of Servant Leadership 225 Antecedent Conditions 226 Servant Leader Behaviors 227 Outcomes 230 Summary of the Model of Servant Leadership 232
How Does Servant Leadership Work? 232 Strengths 233 Criticisms 234 Application 235 Case Studies 236
Case 10.1 Anonymous Servant Leaders 237 Case 10.2 Doctor to the Poor 239 Case 10.3 Servant Leadership Takes Flight 241
Leadership Instrument 243 Servant Leadership Questionnaire 245
Summary 248 References 249
11. Authentic Leadership 253 Description 253
Authentic Leadership Defined 254 Approaches to Authentic Leadership 255
How Does Authentic Leadership Theory Work? 266 Strengths 267 Criticisms 269 Application 270 Case Studies 270
Case 11.1 Am I Really a Leader? 271 Case 11.2 A Leader Under Fire 274 Case 11.3 The Reluctant First Lady 276
Leadership Instrument 278 Authentic Leadership Self-Assessment Questionnaire 280
Summary 282 References 283
12. Team Leadership 287 Susan E. Kogler Hill
Description 287 Team Leadership Model 289
How Does the Team Leadership Model Work? 303 Strengths 305 Criticisms 306 Application 307 Case Studies 308
Case 12.1 Can This Virtual Team Work? 308 Case 12.2 They Dominated the Conversation 309 Case 12.3 Starts With a Bang, Ends With a Whimper 310
Leadership Instrument 311 Team Excellence and Collaborative Team Leader
Questionnaire 313 Summary 315 References 315
13. Psychodynamic Approach 319 Ernest L. Stech
Description 319 Eric Berne and Transactional Analysis 322 Sigmund Freud and Personality Types 325 Social Character and a Shift in
Leadership Perspective 328 Carl Jung and Personality Types 330 Types and Leadership 333
How Does the Psychodynamic Approach Work? 338 Strengths 338 Criticisms 339 Case Studies 340
Case 13.1 Not the Type Who Sees the Big Picture 341
Case 13.2 Staff Meeting Problems 342 Case 13.3 Unexpected Reactions 343
Leadership Instrument 344 Psychodynamic Approach Survey 345
Summary 347 References 348
14. Women and Leadership 349 Crystal L. Hoyt
Description 349 Gender, Leadership Styles, and
Leadership Effectiveness 350 The Glass Ceiling Turned Labyrinth 352
Strengths 363 Criticisms 364 Application 365 Case Studies 366
Case 14.1 The “Glass Ceiling” 366 Case 14.2 Lack of Inclusion and Credibility 367 Case 14.3 Pregnancy as a Barrier to Job Status 368
Leadership Instrument 369 The Gender–Leader Implicit Association Test 370
Summary 374 Note 375 References 375
15. Culture and Leadership 383 Description 383
Culture Defined 384 Related Concepts 384 Dimensions of Culture 386 Clusters of World Cultures 390 Characteristics of Clusters 391 Leadership Behavior and Culture Clusters 395 Universally Desirable and Undesirable
Leadership Attributes 403 Strengths 404 Criticisms 405 Application 407 Case Studies 407
Case 15.1 A Challenging Workplace 408 Case 15.2 A Special Kind of Financing 410 Case 15.3 Whose Hispanic Center Is It? 411
Leadership Instrument 414 Dimensions of Culture Questionnaire 415
Summary 420 Notes 421 References 422
16. Leadership Ethics 423 Description 423
Ethics Defined 424 Ethical Theories 424 Centrality of Ethics to Leadership 428 Heifetz’s Perspective on Ethical Leadership 429 Burns’s Perspective on Ethical Leadership 429 Principles of Ethical Leadership 430
Strengths 437 Criticisms 438 Application 439 Case Studies 439
Case 16.1 A Struggling Company Without Enough Cash 440
Case 16.2 How Safe Is Safe? 441 Case 16.3 Reexamining a Proposal 443
Leadership Instrument 444 Perceived Leader Integrity Scale (PLIS) 446
Summary 448 References 449
Author Index 453
Subject Index 463
About the Author 483
About the Contributors 485
xiii
Preface
T his sixth edition of Leadership: Theory and Practice is written with the objective of bridging the gap between the often-simplistic popu- lar approaches to leadership and the more abstract theoretical approaches. Like the previous editions, this edition reviews and analyzes a selected number of leadership theories, giving special attention to how each theo- retical approach can be applied in real-world organizations. In essence, my purpose is to explore how leadership theory can inform and direct the way leadership is practiced.
New to this volume is a chapter on servant leadership, which examines the nature of servant leadership, its underpinnings, and how it works. The chapter presents both a definition and a new evidence-based model of servant leadership. In addition, the strengths and weaknesses of the servant leadership approach are examined, and a questionnaire to help readers assess their own levels of servant leadership is provided. Three case studies illustrating servant leadership are presented at the end of the chapter.
This edition retains many special features from previous editions but has been updated to include new research findings, figures and tables, and everyday applications for many leadership topics including leader–member exchange theory, transformational and authentic leadership, team leader- ship, the labyrinth of women’s leadership, and historical definitions of leadership. The format of this edition parallels the format used in earlier editions. As with previous editions, the overall goal of Leadership: Theory and Practice is to advance our understanding of the many different approaches to leadership and ways to practice it more effectively.
xiv LEADERSHIP THEORY AND PRACTICE
SPECIAL FEATURES
Although this text presents and analyzes a wide range of leadership research, every attempt has been made to present the material in a clear, concise, and interesting manner. Reviewers of the book have consistently commented that clarity is one of its major strengths. In addition to the writing style, several other features of the book help make it user-friendly.
• Each chapter follows the same format: It is structured to include first theory and then practice.
• Every chapter contains a discussion of the strengths and criticisms of the approach under consideration, and assists the reader in deter- mining the relative merits of each approach.
• Each chapter includes an application section that discusses the prac- tical aspects of the
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