No Slide Title

LeadershipChapter 1 - Introduction

Northouse, 5th edition1Overview Conceptualizing Leadership Leadership Definition Components of the Definition Followers & Leadership2Conceptualizing LeadershipThe focus of group processesA personality perspectiveAn act or behaviorThe power relationship between leaders & followersAn instrument of goal achievement A skills perspective Some definitions view leadership as:3Leader at center of group change & activity represents the will of the group

combo of special traits/characteristics - allows them to affect others to accomplish tasks.

3. Things leaders do that bring about change

4. Leaders have power and use it to cause change

5. In helping group members achieve their goals/meet needs

Leadership DefinedLeadership is a process whereby an individual influences a group of individuals to achieve a common goal.4Components Central to the Phenomenon of Leadership Is a process Involves influence Occurs within a group context Involves goal attainmentLeadershipLeaders Are not above followers Are not better than followers Rather, an interactive relationship with followers

5LEADERSHIPDESCRIBED Trait vs. Process Leadership Assigned vs. Emergent Leadership Leadership & Power Leadership & Coercion Leadership & Management6Trait vs. Process LeadershipCertain individuals have special innate characteristics or qualities that differentiate them from nonleaders. Resides in select people Restricted to those with inborn talentTrait definition of leadership:LEADERFOLLOWERSLeadership Height Intelligence Extroversion Fluency Other Traits7Trait vs. Process LeadershipLeadership is a property or set of properties possessed in varying degrees by different people (Jago, 1982). Observed in leadership behaviors Can be learnedThe process definition of Leadership:LEADERLeadership(Interaction)FOLLOWERS8Assigned vs. Emergent LeadershipLeadership 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 titleEmerges over time through communication behaviorsVerbal involvementBeing informedSeeking others opinionsBeing firm but not rigid

AssignedEmergent9Leadership & PowerThe capacity or potential to influence.Ability to affect others beliefs, attitudes & actions Referent Expert Legitimate Reward CoercivePowerBases of Social PowerFrench & Raven (1959)Power is a relational concern for both leaders and followers.10Leadership & PowerREFERENT POWER Based on followers identification and liking for the leader. ex. A teacher who is adored by 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 Five Bases of Power11Leadership & PowerREWARD 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.Five Bases of Power12Leadership & PowerPower is influence derived from being seen as likable & knowledgeable Referent ExpertPosition PowerPersonal PowerPower derived from office or rank in an organization Legitimate RewardCoerciveTypes and Bases of Power13Leadership & CoercionUse of force to effect changeInfluencing others to do something via manipulation of rewards and penalties in the work environmentUse of threats, punishments, & negative rewardsAdolf HitlerJim JonesDavid KoreshCoercion InvolvesExamples of Coercive LeadersPower & restraint used to force followers toengage in extreme behavior14 Leadership & Management Kotter (1990)ManagementActivitiesLeadershipActivities

Produces order and consistency Planning & Budgeting Organizing & Staffing Controlling & Problem Solving Produces changeand movement Establishing direction Aligning people Motivating / InspiringMajor activities of management & leadershipare played out differently; BUT, both are essentialfor an organization to prosper.15 Leadership & ManagementZaleznik (1977)ManagersUnidirectional AuthorityLeadersMultidirectional Influence Are reactive Prefer to work with people on problem solving Low emotional involvement Are emotionally active & involved Shape ideas over responding to them Act to expand available options Change the way people think about what is possible16