Followership is an emerging area of research in psychology that focuses on leadership and the relationship with leaders from the follower's perspective. It suggests that the leader-follower relationship should be examined in both directions, rather than focusing only on leadership, to better understand the relationship's dynamics. Because people differ as individuals, there probably is no single best leadership-follower dynamic.

Followership in Leadership Style

An influential early study by Kurt Lewin, Lippitt, and White used children as subjects to investigate the effects of different leadership styles. The research focused on how leadership impacted aggression, group dynamics, and satisfaction, providing key insights for both social and organizational psychology.

Lewin's Leadership Study with Children

Bernard M. Bass was an influential researcher who, in 1985, popularized and elaborated on the concepts of transactional and transformational leadership, establishing them as major styles within leadership theory.

Bernard M. Bass

Transactional leadership focuses on supervision and organizational goals. It uses rewards and punishments as transactions to achieve those goals. Transactional leaders maintain the status quo.

Transactional Leadership

Transformational leadership contrasts with transactional leadership. People with transformational leadership possess four attributes to varying degrees: charisma as highly liked role models, inspiration through optimism about goal attainment, intellectual stimulation through encouragement of critical thinking and problem solving, and consideration.

Transformational Leadership

Research cited by Eagly, Johannesen-Schmidt, and van Engen indicates that transformational leadership approaches are more effective than transactional approaches. Individual leaders typically exhibit elements of both transformational and transactional leadership approaches.

Comparative Effectiveness of Leadership Styles

Meta-analytic research has found slight but significant gender differences in leadership styles. Eagly & Johnson (1990) found that women tend to practice an interpersonal style focused on employee morale and welfare, while men tend to practice a task-oriented style focused on accomplishing tasks; these differences were less pronounced in organizational studies of actual leaders. Eagly, Johannesen-Schmidt, & van Engen (2003) found that women tended to exhibit characteristics of transformational leaders, while men were more likely to be transactional leaders. The differences are not absolute; for example, women were found to use reward-for-performance methods more often than men, which is a component of transactional leadership. Overall, the observed differences were relatively small.

Gender Differences in Leadership Styles

Analyze the manager's approach described in the scenario. Identify the primary leadership style being demonstrated and provide at least two specific examples from the text to support your conclusion.

Leadership Style Analysis

Leadership is an important part of management. Leadership styles are a major topic in industrial-organizational research, and researchers have proposed many theories of leadership. Bass popularized and developed the concepts of transactional and transformational leadership styles.

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Within organizational psychology, management and leadership are key areas of study, focusing on how different styles affect productivity. This field involves analyzing methods for guiding and directing individuals and groups to achieve organizational objectives, which includes overseeing processes and inspiring people.

Management and Leadership

Spielman, R. M., Jenkins, W. J., & Lovett, M. D. (2020, April 22). Psychology (2nd ed.). OpenStax. https://openstax.org/books/psychology-2e/pages/1-introduction

OpenStax Psychology (2nd ed.) Textbook

Leadership Styles

Douglas McGregor combined scientific management and human relations into a framework for leadership behavior. The framework distinguishes Theory X and Theory Y as two different management styles.

Theories of Workforce Motivation and Management

Strengths-based management is Donald Clifton's approach to helping organizations use individual strengths. After interviews with 8,000 managers, Clifton and his colleagues concluded that managers should focus on a person's strengths rather than weaknesses. Clifton argued that strengths offer the greatest opportunity for growth.

Strengths-based Management

The contemporary workplace is undergoing rapid transformation influenced by factors like technological innovation, economic fluctuations, global competition, and demographic shifts. These forces compel organizations to adapt their structures and processes to remain competitive.

Drivers of Modern Workplace Change

Age is a significant factor in employee management because workers' attitudes and expectations are shaped by the distinct cultural and historical periods they have experienced. While generational labels can be somewhat arbitrary, they provide a useful framework for organizational management, especially as different age cohorts enter and exit the workforce.

Generational Differences in the Workplace

Based on the following scenario, distinguish between the team leader's actions that are characteristic of management and those that are characteristic of leadership. Justify your reasoning for each.

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