l eadership (bus426) chapter 1 – introduction tutor: dr nailah ayub northouse, 6 th edition
TRANSCRIPT
LEADERSHIP (BUS426)
Chapter 1 – Introduction
Tutor: Dr Nailah Ayubwww.ayubsmaterial.weebly.com
Northouse, 6th edition
WHAT IS LEADERSHIP?
Individuals: A way to improve personal, social, and professional lives
Corporations: Leaders bring special assets to their organizations
Academia: Leadership studies
RESEARCH ON LEADERSHIP
Leadership is a trait, a behavior, information-processing, or relational process
Use qualitative and quantitative methods Many contexts: small groups, therapeutic
groups, large organizations
200 different definitions for leadership between 1900-1990
Conclusion: Leadership is a complex process having multiple dimensions
1900-1929
Emphasized control and centralization of power
A common theme of domination
Defined: the ability to impress the will of the leader on those led and induce obedience, respect, loyalty, and cooperation
1930S
Focus on traits
Influence rather than domination
Leadership is the interaction of an individual’s specific personality traits with those of a group
While attitudes and activities of many are changed, the many also influence the leader
1940S
Group Approach
Leadership is the behavior of an individual while involved in directing group activities
Persuasion, not ‘drivership’
1950S Three themes
Group theory continues: Leadership is what leaders do
Leadership is a relationship that develops shared goals: defined on the basis of leader behavior
Effectiveness: Leadership is the ability to influence overall group effectiveness
Leadership as behavior continues
Leadership is ‘acts by persons which influence other persons in a shared direction’
1960S
1970S
Organizational Behavior Approach: Leadership is ‘initiating and maintaining groups or organizations to accomplish group or organizational goals’
“Leadership is the reciprocal process of mobilizing by persons with certain motives and values, various economic, political, and other resources, in a context of competition and conflict, in order to realize goals independently or mutually held by both leaders and followers.”
1980S Focus: Nature of leadership Themes
Do as the leader wishes Influence (non-coercive)TraitsTransformation (Leadership is when one or more
persons engage with others in such a way that leaders and followers raise one another to high levels of motivation and morality)
1990S- INTO THE 21ST CENTURYDebate over leadership versus management
CONCEPTUALIZING LEADERSHIP
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
Some definitions view leadership as:
65 different classification systems in 60 years
LEADERSHIP DEFINED
Leadership is a process whereby an
individual influences a group of individuals to
achieve a common goal.
COMPONENTS CENTRAL TO THE PHENOMENON OF LEADERSHIP
Is a process Involves influence Occurs within a group context Involves goal attainment
Leadership
Leaders Are not above followers Are not better than followers
Rather, an interactive relationship with followers
1: IS A PROCESS
Not a trait that resides within the leader A transactional event between the leader
and the followers Leader is also affected by the followers Not a linear, one-way events but an
interactive event Not restricted to the formally designated
leader in a group, but is available to everyone
2: INVOLVES INFLUENCE
Concerned with HOW the leader affects followers
Groups are the context influence group of individuals who have a
common purpose Of any size: small task group, a community
group, large group or an entire organization
3: OCCURS IN GROUPS
4: ATTENDS COMMON GOALS
Achieve something together Have a mutual purpose Ethical overtone: need to work with the followers
Although leaders and followers are closely linked Leaders initiate the relationship Create the communication linkage Carry the burden of maintaining the relationship Ethical responsibility to attend to the needs of the
followers
LEADERSHIP
Trait vs. Process Leadership Assigned vs. Emergent Leadership Leadership & Power Leadership & Coercion Leadership & Management
TRAIT VS. PROCESS LEADERSHIP
Certain individuals have special innate or inborn characteristics or qualities that differentiate them from non-leaders.
Leadership is a property or set of properties possessed in varying degrees by different people.
Resides in select people Restricted to those with
inborn talent
Trait definition of leadership:
LEADER
FOLLOWERS
Leadership
• Height• Intelligence• Extroversion• Fluency• Other Traits
TRAIT VS. PROCESS LEADERSHIP
Leadership is a phenomenon that resides in the context of the interaction between leaders and followers and makes leadership available to everyone Observed in
leadership behaviors Can be learned
The process definition of Leadership:
LEADER
Leadership
(Interaction)
FOLLOWERS
ASSIGNED VS. EMERGENT LEADERSHIP
Leadership based on occupying a position within an organization
Team leaders Plant managers Department heads Directors
Not always the ‘real’ leaders
how group members respond to someone
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
AssignedAssigned EmergentEmergent
LEADERSHIP & POWER
The capacity or potential to influence. Ability to affect others’
beliefs, attitudes & actions
Referent Expert Legitimate Reward Coercive
PowerPower Bases of Social PowerFrench & Raven (1959)Bases of Social PowerFrench & Raven (1959)
Power is a relational concern for both leaders and followers.
LEADERSHIP & POWER
Five Bases
of Power
Five Bases
of Power
LEADERSHIP & POWER
Power derived from office or rank in an organization Legitimate Reward Coercive
Power is influence derived from being seen as likable & knowledgeable
Referent Expert
Position PowerPosition Power Personal PowerPersonal Power
Types and Bases of Power
LEADERSHIP & COERCION
Use of force to effect change (against will) Influencing others to do something via
manipulation of rewards and penalties in the work environment
Use of threats, punishments, & negative rewards
Coercion InvolvesCoercion Involves
LEADERSHIP & MANAGEMENT KOTTER (1990)
ManagementActivities
LeadershipActivities
“Produces order and consistency”
• Planning & Budgeting
• Organizing & Staffing
• Controlling & Problem Solving
“Produces changeand movement”
• Establishing direction
• Aligning people
• Motivating / Inspiring
Major activities of management & leadershipare played out differently; BUT, both are essential
for an organization to prosper.
Major activities of management and leadershipare played out
differently; BUT, both are
essential for an organization to
prosper.
LEADERSHIP & MANAGEMENT KOTTER (1990)
LEADERSHIP & MANAGEMENTManagers
Unidirectional AuthorityLeaders
Multidirectional 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 possible