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Leadership and Influence Processes

Leadership and Influence Processes

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Published by Nenad Krstevski
Outline:
1. The Nature of Leadership.
2. The Search for Leadership Traits
Leadership Behaviors.
3. Situational Approaches to Leadership.
4. New Perspectives on Leadership.
5. Political Behavior in Organizations
Outline:
1. The Nature of Leadership.
2. The Search for Leadership Traits
Leadership Behaviors.
3. Situational Approaches to Leadership.
4. New Perspectives on Leadership.
5. Political Behavior in Organizations

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Categories:Types, Research
Published by: Nenad Krstevski on Oct 04, 2010
Copyright:Attribution Non-commercial

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02/20/2013

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Leadership andLeadership andInfluence ProcessesInfluence Processes
OUTLINEOUTLINE
1. The Nature of Leadership.1. The Nature of Leadership.2. The Search for Leadership Traits2. The Search for Leadership TraitsLeadership Behaviors.Leadership Behaviors.3. Situational Approaches to Leadership.3. Situational Approaches to Leadership.4. New Perspectives on Leadership.4. New Perspectives on Leadership.5. Political Behavior in Organizations5. Political Behavior in Organizations
 
1.1.
The Nature of LeadershipThe Nature of Leadership
The meaning of Leadership
Leadership can be defined as either a process or aproperty. As a process,
leadership
is the use of noncoerciveinfluence to shape the group's or organization's goals,motivate behavior toward the achievement of thosegoals, and help define group or organization culture. As a property, leadership is the set of characteristicsattributed to individuals who are perceived to be leaders.Thus,
leaders
are people who can influence thebehaviors of others without having to rely on force, andleaders are people whom others accept as leaders.
 
Leadership Versus ManagementLeadership Versus Management
F
rom these definitions, it should be clear that leadership and managementare related, but it should be equally clear that they are also different.
Thus, a person can be a manager, a leader, both, or neither.
O
rganizations around the world are putting a premium on the importance of leadership. CE
O
s like Welch and Iacocca make millions of dollars eachyear, and companies like General
F
oods, General Electric, Johnson &Johnson, and Apple spend millions more each year trying to identifypotential leaders and hone their skills.
O
n the other hand, many critics argue that leadership cannot be developedin people in a systematic fashion. Their position is that leaders are born or that they emerge through some random series of events.
The truth probably lies somewhere in between. There are no magicalformulas that transform nonleaders into leaders, but it is possible for aperson to change his or her approach to things and assume the leadershipmantle. It is also possible for leadership skills and abilities to be improvedwith education and practice.

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