Lecture Leadership - Theory and practice: Chapter 1 - Introduction

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
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
 

 


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
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
 

 


Chapter 1 - Introduction

LEADERSHIP
DESCRIBED
 Trait vs. Process Leadership
 Assigned vs. Emergent Leadership
 Leadership & Power
 Leadership & Coercion
 Leadership & Management

 

 

Chapter 1 - Introduction

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
Leadership

• Height
• Intelligence
• Extroversion
• Fluency
• Other Traits

FOLLOWERS


Chapter 1 - Introduction

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


Chapter 1 - Introduction

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
individual’s title
– Emerges over time through
communication behaviors
 Verbal involvement

 Being informed
 Seek other’s opinions
 Being firm but not rigid


Chapter 1 - Introduction

Leadership & Power
Power

 The capacity or
potential to influence.
– Ability to affect others’
beliefs, attitudes &
actions

Bases of Social Power
French & Raven (1959)

 Referent
 Expert
 Legitimate
 Reward

Power is a relational
concern for both leaders
and followers.
 

 

 Coercive


Chapter 1 - Introduction

Leadership & Power

Five
Five
Bases
Bases
of
of
Power
Power

 

 


Chapter 1 - Introduction

Leadership & Power

Five
Five Bases
Bases of
of Power

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


Chapter 1 - Introduction

Leadership & Power
Five
Five Bases
Bases of
of Power
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.

 

 


Chapter 1 - Introduction

Leadership & Power
Types and Bases of Power
Position Power
 Power derived from
office or rank in an
organization
– Legitimate
– Reward

Personal Power

 Power is
influence derived
from being seen
as likable &

knowledgeable
– Referent

– Coercive

– Expert
 

 


Chapter 1 - Introduction

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


Chapter 1 - Introduction

Leadership & Management
Kotter (1990)
Management
Activities
“Produces order
and consistency”

Leadership
Activities
“Produces change
and movement”
• Establishing direction

• Organizing & Staffing

• Aligning people

• Controlling & Problem Solving

• Motivating / Inspiring

 

• Planning & Budgeting

Major activities of management & leadership
are played out differently; BUT, both are essential
for  an organization to prosper.


Leadership & Management

Chapter 1 - Introduction

Kotter (1990)

 

 

Major activities
of management
and leadership
are played out
differently;

BUT, both are
essential for an
organization to
prosper.


Chapter 1 - Introduction

Leadership & Management
Zaleznik (1977)
Managers

Leaders

Unidirectional Authority

Multidirectional Influence
• Are emotionally active
& involved

• Are reactive
• Prefer to work with
people on problem
solving
• Low emotional
involvement

 

 

• Shape ideas over
responding to them
• Act to expand
available options
• Change the way people
think about what is
possible