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Interpersonal Communication- A Mindful Approach to Relationships, 2020a

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Have you ever been disrespectful in your communication <strong>to</strong>wards coworkers?<br />

Why?<br />

• Why do you think it’s essential <strong>to</strong> take personal responsibility and avoid excusing<br />

making in the workplace? Have you ever found yourself making excuses? Why?<br />

13.2 Leader-Follower <strong>Relationships</strong><br />

Learning<br />

Outcomes<br />

<br />

leadership theory, including the four types of leaders.<br />

<br />

the three stages these relationships go through.<br />

<br />

<br />

<br />

When you hear the word “leader” what immediately comes <strong>to</strong> your mind? What about when you hear<br />

the word “follower?” The words “leader” and “follower” bring up all kinds of images (both good and<br />

bad) for most of us. We’ve all experienced times when we’ve followed a fantastic leader, and we’ve had<br />

times when we’ve worked for a less than an effective leader. At the same time, are we always the best followers?<br />

This section is going <strong>to</strong> examine prevailing theories related <strong>to</strong> leadership (situational-leadership<br />

theory and leader-member exchange theory), and then we’ll end the section discussing the concept of<br />

followership.<br />

<br />

One of the most commonly discussed models of leadership is Paul Hersey and Kenneth Blanchard<br />

Situational Leadership Model (https://www.situational.com/). The model is divided in<strong>to</strong> two dimensions:<br />

task (leader directive behavior) and relational (leader supportive behavior). 14 Hersey and Blanchard’s<br />

situational leadership model starts with the basic idea that not all employees have the same needs. Some<br />

employees need a lot more hand-holding and guidance than others, and some employees need more<br />

relational contact than others. As such, Hersey and Blanchard define leadership along two continuums:<br />

supportive and directive. occurs when a leader is focused on<br />

providing relational support for their followers, whereas involves overseeing the day<strong>to</strong>-day<br />

tasks that a follower accomplishes. As a leader and a follower progress in their relationship, Hersey<br />

and Blanchard argue that the nature of their relationship often changes. Figure 13.2 contains the basic<br />

model proposed by Hersey and Blanchard and is broken in<strong>to</strong> four leadership styles: directing, coaching,<br />

supporting, and delegating. 15<br />

Directing<br />

Hersey and Blanchard’s first type of leader is the directing leader. Directing leaders set the basic roles<br />

an individual has and the tasks an individual needs <strong>to</strong> accomplish. After setting these roles and tasks,<br />

455<br />

<strong>Interpersonal</strong> <strong>Communication</strong>

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