McGraw-Hill/Irwin
copyright © 2009 by The McGraw-Hill Companies, inc. All Rights Reserved
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Chapter
2
Leadership Involves an Interaction
Between the Leader, the
Followers, and the Situation
“The crowd will follow a leader who
marches twenty steps in advance; but if he
is a thousand steps in front of them, they
do not see and do not follow him.”
~ Georg Brandes
McGraw-Hill/Irwin
copyright © 2009 by The McGraw-Hill Companies, inc. All Rights Reserved
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Looking at Leadership Through
Several Lenses
• Studying only leaders provides just a
partial view of the leadership process.
• Leadership depends on several factors,
including the situation and the
followers, not just the leader’s qualities.
• Leadership is more than just the kind of
person the leader is or the things the
leader does.
• The clearest picture of the leadership
process occurs only when you use all
three lenses to understand it.
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The Interactional Framework for
Analyzing Leadership
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Leader Member Exchange Theory
• Leader–member exchange (LMX) theory takes
conceptualizes leadership as a process that is
centered on the interactions between leaders
and followers.
• LMX theory makes the dyadic (ikili) relationship
between leaders and followers the focal
(merkez) point of the leadership process.
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LMX
LMX theory directed researchers’
attention to the differences that might
exist between the leader and each of
the leader’s followers.
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LMX
• Leader-Member Exchange Theory describes
two kinds of relationships that occur among
leaders and followers:
– In-group members
– Out-group members
• LMX theory has broadened to include entire
continuum of relationships that leaders may
have with members.
• The theory looks at the nature of the
relationship between the leader and the
followers.
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LMX
A leader (L) and his or her subordinates (S) form unique relationships.
Relationships within the in-group are marked by mutual trust, respect,
liking, and reciprocal influence. Relationships within the out-group are
marked by formal communication based on job descriptions. Plus 3 is a
high-quality relationship, and zero is a stranger.
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LMX
• Subordinates in the in-group receive more
information, influence, confidence, and
concern from their leaders than do outgroup subordinates,
• In-group members are more dependable,
more highly involved, and more
communicative than out-group
subordinates,
• In-group members do extra things for the
leader and the leader does the same for
them,
• Subordinates in the out-group are less
compatible with the leader and usually just
come to work, do their job, and go home.
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How LMX theory might be related to
organizational effectiveness ?
• Perceived high-quality leader–member
exchange was positively related to feelings of
energy in employees, which, in turn, was
related to greater involvement in creative work.
• High-quality leader–member relationships
include special treatment, increased job-related
communication, sufficient access to
supervisors, and increased performance-related
feedback
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Transactional versus Transformational
Leadership
• Transactional leadership refers to the bulk of
leadership models, which focus on the
exchanges that occur between leaders and their
followers. Politicians who win votes by
promising “no new taxes” are demonstrating
transactional leadership. Managers who offer
promotions to employees who surpass their
goals are exhibiting transactional leadership.
Teachers are being transactional when they
give students a grade for work completed.
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• Transformational leadership is the process
whereby a person engages with others and
creates a connection that raises the level of
motivation and morality in both the leader and
the follower. This type of leader is attentive to
the needs and motives of followers and tries to
help followers reach their fullest potential
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Transformational Leaders
• Transformational leadership is part
of the “New Leadership” paradigm,
which gives more attention to the
charismatic and affective elements
of leadership.
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As its name implies, transformational
leadership is a process that changes and
transforms people. It is concerned with:
•
•
•
•
•
emotions,
values,
ethics,
standards,
long-term goals
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It includes assessing followers’:
• motives,
• satisfying their needs,
• treating them as full human beings.
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Charisma a special gift !
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Charismatic Leadership
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• In essence, the charisma factor describes
people who are special and who make
others want to follow the vision they put
forward. A person whose leadership
exemplifies the charisma factor is Nelson
Mandela, the first non-White president of
South Africa. Mandela is viewed as a leader
with high moral standards and a vision for
South Africa that resulted in monumental
change in how the people of South Africa
would be governed. His charismatic
qualities and the people’s response to them
transformed an entire nation.
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Refering to emotions
Charisma, being a strong
role model
effort by
followers is
exchanged for
specified
rewards
Challenge and support
followers own creativity, beliefs
and norms…
Listen every follower
carefully..
corrective criticism, negative feedback, and negative
reinforcement
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Servant Leadership
[Servant leadership] begins with the natural feeling
that one wants to serve, to serve first. Then
conscious(akılcıl) choice brings one to aim to lead.
Servant leaders place the good of followers over
their own self-interests and emphasize follower
development.
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