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
Leadershi
p 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
LEADER
have special innate
or inborn Height
characteristics or Leadership Intelligence
qualities that Extroversion
Fluency
differentiate them Other Traits
from nonleaders.
Resides in select
people
Restricted to those FOLLOWERS
with inborn talent
Chapter 1 - Introduction

Trait vs. Process Leadership

The process definition of Leadership:
Leadership is a
property or set of LEADER
properties possessed
in varying degrees by Leadership
different people (Jago,
1982). (Interaction)
Observed in leadership
behaviors
Can be learned
FOLLOWERS
Chapter 1 - Introduction

Assigned vs. Emergent Leadership

Assigned Emergent

Leadership based An individual perceived by

on occupying a others as the most influential
member of a group or
position within an
organization regardless of the
organization individuals title
Team leaders Emerges over time through
Plant managers communication behaviors
Verbal involvement
Department heads
Being informed
Directors Seek others opinions
Being firm but not rigid
Chapter 1 - Introduction

Leadership & Power

Power Bases of Social Power
French & Raven
The capacity or (1959)
Referent
potential to influence.
Ability to affect others Expert
beliefs, attitudes &
Legitimate
actions
Reward
Power is a relational Coercive
concern for both leaders
and followers.
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 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
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 Personal Power

Power derived from Power is

office or rank in an influence derived
organization from being seen
Legitimate as likable &
Reward knowledgeable
Coercive Referent
Expert
Chapter 1 - Introduction

Leadership & Coercion

Coercion Examples of Coercive
Involves Leaders
Use of force to effect Adolf Hitler
change
Influencing others to do Jim Jones
something via David Koresh
manipulation of rewards
and penalties in the Power & restraint
work environment used to force
Use of threats, followers to
punishments, & engage in extreme
negative rewards behavior
Chapter 1 - Introduction

Leadership & Management

Kotter (1990)
Management Leadership
Activities Activities
Produces order Produces change
and consistency and movement
Planning & Budgeting Establishing direction
Organizing & Staffing Aligning people
Controlling & Problem Solving Motivating / Inspiring

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
Are reactive & involved
Prefer to work with Shape ideas over
people on problem responding to them
solving Act to expand
Low emotional available options
involvement Change the way people
think about what is
possible