Sources of Leader Power in the LeaderFollower-Situation Framework

(French & Raven. 1959) Power of knowledge

Key concepts of Leadership

Leadership is both an attribute and role, is both stable and situational The situation determines the type of leadership The followers determine the success of leader The LFS model captures the above dynamic Leadership effectiveness is a result of (next slide)
Self-Awareness (AOR model) is critical to leader success Leadership is about Influencing Peopletypes of tactics Power and Influence are intricately linked Personality Traits are linked to leadership behaviour

Leadership Behaviour
Personalit y

Intelligenc e

Leader Behaviour

Effectivene ss

Values

The Building Blocks of Skills [the blocks at the base are the foundation these attributes are relatively permanent and enduring]

BEHAVIOUR/ SKILLS/ COMPETENCIES

KNOWLEDGE

EXPERIENCE

INTELLIGENCE

PERSONALITY TRAITS AND PREFERENCES

VALUES INTERESTS Motives/Goals

Follower Styles
Kelly, 1992 alienated conformist pragmatist Tend to be negative and critical. Skeptical. Perceived by leaders as cynical, adversarial, negative yes people who follow authority. Can be dangerous if orders are nefarious. Seldom committed, but dont cause trouble. Generally mediocre performers who dont want to be noticed. Know how to use rules to protect themselves. Depend on leader for direction. Lack enthusiasm, initiative, or sense of responsibility. Seen by leader as lazy/incompetent/stupid. Reason may be leader. Independent, innovative, assertive, energetic. Enthusiastic contributor.

passive

exemplary

Why do Followers have different styles?

Leading different Follower Types

(Kelley, 1992)

Followership Type

Underlying Psychological Issue Impatience

Possible Leader Behaviors/Actions

Exemplary

1. Ensure these followers know where the org/team is going 2. Remove barriers and get the resources these people need to make an impact. 1. These people used to be exemplary, but some missed event (i.e., promotion, bonus, etc.) led to them reducing work effort and now they take pot shots at the process, team, or organization. 2. These people are good at criticizing, but leaders need to ask for the possible solutions in addition to the criticismwhen solutions are provided, these need to be recognized and rewarded (if they are good). 3. If this approach is unsuccessful, these people need to be managed very tightly and maybe even terminated (or reassigned). These behaviors are dangerous to the team or organization and can have significant impacts on productivity and morale.

Alienated

Recognition

Follower Style

Followership Type Passive

Underlying Psychological Issue Engagement/ Motivation at Work

Possible Leader Behaviors/Actions 1. These people are often motivated/passionate about something, it is just not their work (they lack motivation at work, not motivation, in general). 2. Restructure jobs to better align them with the workers intrinsic motivators. 3. Move them to a new job that is a better fit. 4. Set clear performance standards and consequences for work (2 and 3 above may not be optionstherefore, this option is a necessityif they do not meet standards, they should be terminated). 1. These people often have the technical/functional expertise to solve problems, but do not want to get caught making dumb mistakes. 2. Provide opportunities for these people to solve their own problems and provide positive feedback to boost confidence.

Conformist

Self-Confidence

Dark-Side personality traits The eleven most common dark-side personality traits are: Excitable - mood swings, outbursts, inability to persist Skeptical - mistrustful, challenging, questioning of others Cautious - indecisive, slow to act Reserved - under stress may become withdrawn, uncommunicative Leisurely - procrastinate, only act on own agenda Bold - narcissistic, blame others, sense of entitlement Mischievous charmingly manipulative, commitment breakers Colorful - hot, need to be centre of attention, self-preoccupied Imaginative eccentric, erratic, may make strange decisions Diligent - perfectionistic micro-managers Dutiful - spineless, non- assertive, acquiescent to superiors