Leadership

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Leadership
Chapter 1 - Introduction
Northouse, 4th edition
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Overview

• Conceptualizing Leadership
• Leadership Definition
• Components of the Definition
• Followers Leadership

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Conceptualizing Leadership
Some definitions view leadership as

• 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

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Leadership Defined

• Leadership
• is a process whereby an individual influences a
  group of individuals to achieve a common goal.

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Components Central to the Phenomenon of
Leadership
Leadership

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

Leaders

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

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LEADERSHIPDESCRIBED

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

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Trait vs. Process Leadership
Trait definition of 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

LEADER

• Height
• Intelligence
• Extroversion
• Fluency
• Other Traits

Leadership
FOLLOWERS
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Trait vs. Process Leadership
The process definition of 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

LEADER
Leadership
(Interaction)
FOLLOWERS
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Assigned vs. Emergent Leadership
Assigned
Emergent

• 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 individuals title
• Emerges over time through communication behaviors
• Verbal involvement
• Being informed
• Seek others opinions
• Being firm but not rigid

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Leadership Power
Bases of Social Power French Raven (1959)
Power

• The capacity or potential to influence.
• Ability to affect others beliefs, attitudes
  actions

• Referent
• Expert
• Legitimate
• Reward
• Coercive

Power is a relational concern for both leaders
and followers.
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Leadership Power

• Five Bases of Power

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Leadership Power

• Five Bases of 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 leaders 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

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Leadership Power

• Five Bases of 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.

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Leadership Power
Types and Bases of Power
Position Power
Personal Power

• Power is influence derived from being seen as
  likable knowledgeable
• Referent
• Expert

• Power derived from office or rank in an
  organization
• Legitimate
• Reward
• Coercive

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Leadership Coercion
Coercion Involves
Examples of Coercive Leaders

• 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

Power restraint used to force followers
to engage in extreme behavior
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Leadership Management Kotter (1990)
Management Activities
Leadership Activities
Produces order and consistency
Produces change and movement

• Planning Budgeting
• Organizing Staffing
• Controlling Problem Solving

• Establishing direction
• Aligning people
• Motivating / Inspiring

Major activities of management leadership are
played out differently BUT, both are
essential for an organization to prosper.
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Leadership Management Kotter (1990)
Major activities of management and leadership are
played out differently BUT, both are essential
for an organization to prosper.
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Leadership ManagementZaleznik (1977)
Managers Unidirectional Authority
Leaders Multidirectional Influence

• Are emotionally active
• involved

• Are reactive

• Shape ideas over
• responding to them

• Prefer to work with
• people on problem
• solving

• Act to expand
• available options

• Low emotional
• involvement

• Change the way people
• think about what is
• possible