Presented by: Nguyễn Thị Bê, MSc.

, (UNH) THM (Hons), MSI, & MPA (Hons)

Copyright © 2015 Pearson Education, Inc.

1
 Chapter 1

Definition and Significance of

Leadership

Presented by: Nguyễn Thị Bê, MSc., (UNH) THM (Hons), MSI, & MPA (Hons)

Copyright © 2015 Pearson Education, Inc. 1-2

 Learning Objectives

• Define leadership and leadership effectiveness

• Discuss the major obstacles to effective leadership
• Compare and contrast leadership and management
• List the roles and functions of leaders and managers
• Explain the changes in organizations and how they
affect leaders
• Summarize the debate over the role and impact of
leadership in organizations

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 The Leadership Question

Some leaders are focused on getting things done

while others put taking care of their followers
first. Some look at the big picture and others
hone in on the details. Is one approach better
than the other? Which one do you prefer?

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 Definition of Leadership

A leader is any person who influences

individuals and groups within an organization,
helps them establish goals, and guides them
toward achievement of those goals, thereby
allowing them to be effective.

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 Key Elements of Leadership

• Group phenomenon
• Interpersonal influence
• Goal and action oriented
• Assumes hierarchy in a group

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 Effectiveness vs. Success

Effective leaders Successful leaders

• Focus on the work • Focus on politics and
• Focus on networking
employees/followers • Promoted quickly
• Satisfied and productive • Network with
employees outsiders
• Take care of • Take care of
employees/followers supervisor

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Key Elements of Effectiveness

1. Goal achievement
2. Smooth internal processes
3. External adaptability

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 Definition of Effectiveness

Leaders are effective when their followers

achieve their goals, can function well together,
and can adapt to changing demands from
external forces.

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 The Leadership Question
Revisited

• Leadership involves the tasks, people, big

picture, details, etc.
• What works depends on the leader, the
followers, and the situation
• Many styles and approaches can work
• Understanding the situation is key

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 Why Do We Need Leaders?

• To keep groups orderly

• To keep focus on group goals
• To accomplish complex tasks
• To help make sense of the world by providing
validation
• As a romantic ideal

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 Why Leaders Matter

• Leadership is one of many factors that affect the performance

of organizations
• Leadership can indirectly impact other performance factors
• Leadership is essential in providing vision and direction
• Identifying the situations in which leadership matters is
essential
• The combination of leaders with followers and other
organizational factors
• Makes an impact

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Obstacles to Effective Leadership

• Environmental uncertainty
• Organizational rigidity
• Falling back on old ideas and simplistic
solutions
• Established organizational culture
• Inaccessible research

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 Leadership and Management

Managers Leaders
• Focus on the present • Focus on the future
• Maintain the status quo • Create change
• Implement policy • Initiate policy
• Maintain existing culture • Create new culture and
and structure structure
• Remain aloof and • Establish emotional
objective bonds with followers
• Use position power • Use personal power

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 Managerial Roles

• Figurehead • Entrepreneur
• Leader • Disturbance handler
• Liaison • Resource allocator
• Monitor • Negotiator
• Disseminator
• Spokesperson

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 Gender Differences in Roles

Male managers Female managers

• Unrelenting pace of work
• Do a wide variety of tasks
• Frequent interruptions
• Little time to communicate
• Few nonwork activities
• Isolation
• Identity tied to work
• Complex network
• Prefer face-to-face
• Calm steady pace of work
• Frequent breaks
• Did not perceive interruptions
• Schedule time for
communication
• Many nonwork activities
• Connected to others
• Multifaceted identities
• Complex network
• Prefer face-to-face

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 Leader’s Role in Shaping
Organizational Culture

Leader
Vision and Strategy
mission Hiring and structure
Role
modeling Reward decisions
system

Organizational
culture

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 New Roles for Leaders
Control-oriented leadership Result-oriented leadership
Plan Lead Plan
and
Organize Control organize

Lead
Do
Control
Results
Do
Leader assumes responsibility
Follower assumes responsibility
Results
Follower assumes responsibility
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1-18
Factors Fueling Change

Increased
global and local
competition De
w i de mo
orld cal cha grap
W l it i e s ng hic
po ang es
ch

Changes in organizations
and their leadership

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Diversity in the U.S. Population

Hispanic; 16.7

Asian; 5
Native American; 1.2
African American; 13.1

White ; 78.1

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 U.S. Demographic Trends

• In 2007 20.3% of the U.S population spoke a language other

than English at home
• More than half of the U.S. workforce consists of women and
minorities
• By 2016, minorities will make up one-third of the U.S
population
• By 2025
– The percentage of Europeans will drop from 72% to
62%
– Hispanics will be 21% of the population

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 U.S. Demographic Trends

• By 2025
– The average age will be close to 40 as opposed to
35 in 2000
– More than 50% of the population in Hawaii,
California, New Mexico, and Texas will be from a
minority group
• By 2050
– The average U.S. resident will be non-European
– Only 62% of the entrants into the labor force will
be white and half will be female
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 Barriers to Change

• Perceived financial pressures

• Short-term orientation
• Top management still focused on one person
• Traditional organizations
• Employee input and creativity not fully considered
• Focus on individual rather than group performance
• Traditional management styles

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 What Do You Do?

You have started on a new job, and based on the

interview and discussion with people prior to accepting
the job, you were led to believe that the company
strongly believes in employee participation, engagement,
and flexibility. After a couple of months of working
with your new boss, however, all you see is command-
and-control, with little opportunity for you to provide
any input.

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 Leadership Challenge

• Challenges for new leaders

– Learning new duties
– Adapting to new roles
– Maintaining old relationships and building new
networks
• Actions that help
– Training
– Clear message
– Patience
• Things to avoid
– Over managing—taking charge
– Jumping into action too fast—too many changes
– Trying to remain “one of the gang”

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Leading Change: The Container
Store

• Unique culture based on employees and

customers
• Communication and inclusion are at the
heart of leadership
• Careful selection and training of employees
to fit the culture

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 Leadership in Action: Neeleman

• Founder of several airlines

• Highly creative and entrepreneurial
• Focus on treating employees and customers
well
• Stay close to followers—listen
• Nimble organization and leader—able to
change

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Copyright © 2015 Pearson Education, Inc.