Leadership and Followership Communication Chapter Two Nature has given us two ears two eyes and but one tongue to the end we should hear and see more than we speak Socrates Leadership Models Model One authoritarian democratic or laissez faire Model Two task vs interpersonal Authoritarian 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 Organizational Behavior Nelson Quick Democratic A style of leadership in which the leaders takes collaborative responsive interactive actions with followers concerning the work and the work environment Organizational Behavior Nelson Quick Laissez Faire leave them alone A style of leadership in which the leader fails to accept the responsibilities of the position Organizational Behavior Nelson Quick Authoritarian Sets goals individually Engages primarily in one way downward communication Controls discussions of followers Sets policy and procedures unilaterally Dominates interaction Personally directs the completion of tasks Provides infrequent positive feedback Rewards obedience and punishes mistakes Exhibits poor listening skills Uses conflict for personal gain Democratic Involves followers in setting goals Engages in two way open communication Facilitates discussion with followers Solicits input regarding determination of policy and procedures Focuses interaction Provides suggestions and alternatives for the completion of tasks Provides frequent positive feedback Rewards good work and uses punishment only as a last resort Exhibits effective listening skills Mediates conflict for group gain Laissez Faire Allows followers free rein to set their own goals Engages in noncommittal superficial communication Avoids discussion with followers to set policy and procedures Avoids interaction Provides suggestions and alternatives for the completion of tasks only when asked to do so by followers Provides infrequent feedback of any kind Avoids offering rewards or punishments May exhibit either poor or effective listening skills Avoids conflict Generations Veterans born between 1922 and 1943 52 million born Baby Boomers born between 1944 and 1960 73 million born Generation Xers born between 1961 and 1980 70 million born Generation Nexters born between 1981 and today 70 million born Leadership Styles for Different Generations Veterans Gain their trust Respect their experience Baby Boomers Show appreciation of work Involve in decision making Offer opportunities to serve as mentors Leadership Styles for Different Generations Generation X Be truthful Respect sense of work life balance Respect their experiences Generation Nexters Provide structure and leadership Clarify long term goals Offer mentoring programs Task Orientation Disseminates information Ignores the positions ideas and feelings of others Engages in rigid stylized communication Interrupts others Makes demands Focuses on facts data and information as they relate to tasks Emphasizes productivity through the acquisition of technical skills Most of the time communicates in writing Maintains a closed door policy Interpersonal Orientation Solicits opinions Recognizes the positions ideas and feelings of others Engages in flexible open communication Listens carefully to others Makes requests Focuses on feelings emotions and attitudes as they relate to personal needs Emphasizes productivity through the acquisition of personal skills Most often communicates orally Maintains an open door policy Studies that Identified Communication Patterns of Leaders The Michigan Leadership Studies The Ohio State Leadership Studies McGregor s Theory X and Theory Y Blake and McCanse s Leadership Grid The Michigan Leadership Study Conducted shortly after WWII One dimensional Identified two basic leadership styles Production oriented Employee oriented A building block for newer leadership studies Ohio State Leadership Studies After WWII Measured specific leader behaviors Identified two dimensions Consideration Initiating Structure A leader could possess varying amounts of both dimensions Theory X and Theory Y Douglas McGregor MIT Professor Identified two approaches to supervision Theory X These managers think people do not like to work and like strict supervision Theory Y These managers think work is a source of satisfaction and want the responsibility Blake and McCanse s Leadership Grid Has also been called the Managerial Grid Focuses communication styles 1 1 Impoverished Mgt 9 1 Authority Compliance 5 5 Middle of the Road Management 1 9 Country Club Management 9 9 Team Management Kelley s Characteristics of Followership Alienated followers Conformists Pragmatists Passive Followers Exemplary Followers DePree s Suggestions on Leadership Leaders can create a negative environment that will not allow followers to grow Leaders must give good training and access to all relevant information Leaders must make followers feel needed Successfully managing change is essential for survival Leaders must listen and help especially when they don t like what they hear Leaders must be fair in providing resources and in their evaluation of followers The achievements of an organization are the result of the combined effort of each individual Vince Lombardi