tailieunhanh - Lecture Leadership: Chapter 5 - Art Padilla

Chapter 5 - The followers. After completing this unit, you should be able to: Recognize how mental models guide your behavior and relationships; engage in independent thinking by staying mentally alert, thinking critically, and being mindful rather than mindless; breaking out of categorized thinking patterns and open your mind to new ideas and multiple perspectives; | Chapter 5 The Followers leadership After reading this chapter, you should be able to: Recognize how leaders and followers interact Describe various types of followers and groups Understand various approaches to motivation and performance Explore how ethical issues are related to the use of power by leaders and how unethical leaders influence the behavior of followers Analyze the challenges of whistle-blowing in organizations Discuss the leader-follower interactions during normal and extreme times Chapter Objectives Leader-Member Exchange (LMX) Theory: Leaders form exchange relationship with followers Some relationships are “higher” with some followers The group with higher or closer relationships with the leader is more productive and committed to the job and org goals They also get favorable treatment Problems with LMX Relationships change over time Too simplistic for practical use Multiple relationship types How is it measured? The Leading-Following Dance Why do followers follow a . | Chapter 5 The Followers leadership After reading this chapter, you should be able to: Recognize how leaders and followers interact Describe various types of followers and groups Understand various approaches to motivation and performance Explore how ethical issues are related to the use of power by leaders and how unethical leaders influence the behavior of followers Analyze the challenges of whistle-blowing in organizations Discuss the leader-follower interactions during normal and extreme times Chapter Objectives Leader-Member Exchange (LMX) Theory: Leaders form exchange relationship with followers Some relationships are “higher” with some followers The group with higher or closer relationships with the leader is more productive and committed to the job and org goals They also get favorable treatment Problems with LMX Relationships change over time Too simplistic for practical use Multiple relationship types How is it measured? The Leading-Following Dance Why do followers follow a leader? Personal characteristics of the leader, like charisma, inspiration, and motivation Evolutionary/Biological reasons like dominance and submission can influence followers, especially in totalitarian regimes The Leader-Follower Dynamic Top managers Creative workers Virtual teams Susceptible followers Types of Followers Includes a small group of the most influential organizational executives like the CEO, president, VPs, etc. Debates stem from whether the top management team is solely responsible for company performance, partially responsible, or minimally responsible Top Managers “Knowledge workers” of the organization Loyalties are often more to their profession or professional peers than their organization Organizations with a significant proportion of knowledge workers are composed largely of specialists who direct their own performance Some examples are hospitals, symphonies, and universities Creative Professionals Teams that work across geographic distances, time zones, and .