Chapter 1 - Introduction

Leadership

Chapter 1 - Introduction

Northouse, 4th edition

Chapter 1 - Introduction

Overview Conceptualizing Leadership Leadership Definition Components of the Definition Followers & Leadership

Chapter 1 - Introduction

Conceptualizing Leadership

The focus of group processes

A personality perspective

An act or behavior

In terms of the power relationship between leaders & followers

An instrument of goal achievement

A skills perspective

Some definitions view leadership as:

Chapter 1 - Introduction

Leadership Defined

Leadership is a process whereby an

individual influences a group of individuals to achieve a

common goal.

Chapter 1 - Introduction

Components Central to the Phenomenon of Leadership

Is a process Involves influence Occurs within a group context Involves goal attainment

Leadership

Leaders Are not above followers Are not better than followers Rather, an interactive relationship with followers

Chapter 1 - Introduction

LEADERSHIPDESCRIBED

Trait vs. Process Leadership Assigned vs. Emergent Leadership Leadership & Power Leadership & Coercion Leadership & Management

Chapter 1 - Introduction

Trait vs. Process Leadership

Certain individuals have special innate or inborn characteristics or qualities that differentiate them from nonleaders. – Resides in select

people– Restricted to those

with inborn talent

Trait definition of leadership:

LEADER

FOLLOWERS

Leadership• Height• Intelligence• Extroversion• Fluency• Other Traits

Chapter 1 - Introduction

Trait vs. Process Leadership

Leadership is a property or set of properties possessed in varying degrees by different people (Jago, 1982).– Observed in leadership

behaviors– Can be learned

The process definition of Leadership:

LEADERLEADER

LeadershipLeadership

(Interaction)(Interaction)

FOLLOWERSFOLLOWERS

Chapter 1 - Introduction

Assigned vs. Emergent Leadership

Leadership based on occupying a position within an organization– Team leaders– Plant managers– Department heads– Directors

An individual perceived by others as the most influential member of a group or organization regardless of the individual’s title– Emerges over time through

communication behaviors Verbal involvement Being informed Seek other’s opinions Being firm but not rigid

AssignedAssigned EmergentEmergent

Chapter 1 - Introduction

Leadership & Power

The capacity or potential to influence.– Ability to affect others’

beliefs, attitudes & actions

Referent

Expert

Legitimate

Reward

Coercive

PowerPower Bases of Social PowerFrench & Raven

(1959)

Bases of Social PowerFrench & Raven

(1959)

Power is a relational concern for both leaders and followers.

Chapter 1 - Introduction

Leadership & Power

Five Bases

of

Power

Five Bases

of

Power

Chapter 1 - Introduction

Leadership & Power

REFERENT POWER – Based on followers’ identification and liking for the leader. – ex. A schoolteacher who is adored by her students has referent

power.

EXPERT POWER – Based on followers’ perceptions of the leader’s competence.

– ex. A tour guide who is knowledgeable about a foreign country has expert power.

LEGITIMATE POWER – Associated with having status or formal job authority.

– ex. A judge who administers sentences in the courtroom exhibits legitimate power

Five Bases of PowerFive Bases of Power

Chapter 1 - Introduction

Leadership & Power

REWARD POWER – Derived from having the capacity to provide rewards to others. – ex. A supervisor who gives rewards to employees who work hard

is using reward power.

COERCIVE POWER – Derived from having the capacity to penalize or punish others.

– ex. A coach who sits players on the bench for being late to practice is using coercive power.

Five Bases of PowerFive Bases of Power

Chapter 1 - Introduction

Leadership & Power

Power is influence derived from being seen as likable & knowledgeable

– Referent

– Expert

Position PowerPosition Power Personal PowerPersonal Power

Power derived from office or rank in an organization

– Legitimate

– Reward

– Coercive

Types and Bases of Power

Chapter 1 - Introduction

Leadership & Coercion

Use of force to effect change

Influencing others to do something via manipulation of rewards and penalties in the work environment

Use of threats, punishments, & negative rewards

Adolf Hitler

Jim Jones

David Koresh

Coercion InvolvesCoercion Involves

Examples of Coercive Leaders

Examples of Coercive Leaders

Power & restraint used to force followers to

engage in extreme behavior

Chapter 1 - Introduction

Leadership & Management Kotter (1990)

ManagementActivities

LeadershipActivities

“Produces order and consistency”

• Planning & Budgeting

• Organizing & Staffing

• Controlling & Problem Solving

“Produces changeand movement”

• Establishing direction

• Aligning people

• Motivating / Inspiring

Major activities of management & leadershipare played out differently; BUT, both are essential

for an organization to prosper.

Chapter 1 - Introduction

Major activities of management and leadershipare played out

differently; BUT, both are essential for an organization to

prosper.

Leadership & Management Kotter (1990)

Chapter 1 - Introduction

Leadership & ManagementZaleznik (1977)

ManagersUnidirectional Authority

LeadersMultidirectional Influence

• Are reactive

• Prefer to work with people on problem solving

• Low emotional involvement

• Are emotionally active & involved

• Shape ideas over responding to them

• Act to expand available options

• Change the way people think about what is possible