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Leadership: Research Findings, Practice and Skills

4th Edition, Andrew J. DuBrin


Copyright© Houghton Mifflin Company
 Explain the meaning of leadership and how it
differs from management.
 Describe how leadership influences
organizational performance.
 Pinpoint several important leadership roles.
 Identify the major satisfactions and frustrations
associated with the leadership role.
 Describe a framework for understanding
leadership.
 Recognize how leadership skills are developed.
 The ability to inspire confidence and support
among the people who are needed to achieve
organizational goals
 May be considered a long-term relationship, or
partnership, between leaders and group members
 Interpersonal influence, directed through
communication toward goal attainment
 The influential increment over and above
mechanical compliance with directions and orders
 An act that causes others to act or respond in a
shared direction
 The art of influencing people by persuasion or
example to follow a line of action
 The principle dynamic force that motivates and
coordinates the organization in the
accomplishment of its objectives
 A willingness to take the blame
 Not found only among people in high-level
positions
 Needed at all levels
 Can be practiced to some extent by persons not
assigned to formal leadership positions
 The ability to lead effectively is a rare quality
 The power between leader and group members is
approximately balanced
 Described [Block] as the opposite of parenting
 One person (parent) takes responsibility for the welfare
of the other (child)
 Partnership occurs when control shifts from the
leader to the group members
 From authoritarianism towards shared decision making
 Four things necessary in a partnership:
 Exchange of purpose
 Through dialogue leaders help articulate a widely accepted
vision
 A right to say no
 Can lose an argument but never a voice
 Joint accountability
 Each person takes personable accountability for the success
and failure of the organizational unit
 Absolute honesty
 Not telling the truth is an act of betrayal
 Leadership deals with:  Management deals
 Change with:
 Inspiration  Planning
 Motivation  Organizing
 Influence  Directing
 Controlling
 Leadership deals with the interpersonal aspects of
a manger’s job
 Planning, organizing and controlling deal with the
administrative aspects
 Mangers must know how to lead as well as
manage [Kotter]
 Without being lead as well as managed, organizations
face the threat of extinction
 Visionary  Independent
 Passionate  Shared Knowledge
 Creative  Trusting
 Inspiring  Warm and Radiant
 Innovative  Expresses Humility
 Courageous  Initiator
 Imaginative  Acts as Coach,
 Experimental Consultant, Teacher
 Does the right things
 Rational  Stabilizing
 Business-like  Centralizes knowledge
 Persistent  Guarded
 Tough-minded  Cool and Reserved
 Analytical  Rarely admits being
 Structured wrong
 Deliberative  Implementer
 Authoritative  Acts as a Boss
 Does things right
 In the study of leadership it is important not to
downplay the importance of management
 Effective leaders have to be good managers
 At least supported by effective managers
 Effective leaders also manage and effective
managers also lead
 The results of one study showed
 Transactional (routine) leadership was not significantly
related to performance
 Charismatic (inspirational) leadership was slightly,
positively related to performance
 In an uncertain environment, charismatic leadership
was more strongly related to performance
 The process of attributing causality to events
 To simplify and understand complex social
systems of human interaction, people interpret
events in human terms
 Most organizational successes are attributed to
heroic leaders
 Three major arguments against the importance of
leadership include:
 Substitutes for leadership
 Leader irrelevance
 Complexity theory
 Situational factors have the largest impact on
outcomes
 Outside the leader’s control
 High-level leaders have unilateral control over
only a few resources
 Control over these resources is limited by obligations to
stakeholders
 Firms choose new leaders whose values and
behaviors are similar to previous leaders
 Organizations are complex systems that cannot be
explained by the usual rules of nature
 Leaders and managers can do little to alter the
course of the complex organizational system
 A company’s fate is determined by factors outside
the leader/manager’s control
 Figurehead  Team player
 Spokesperson  Technical problem
 Negotiator solver
 Coach and motivator  Entrepreneur
 Team builder  Strategic planner
 A feeling of power and prestige
 A chance to help others grow and develop
 High income
 Respect and status
 Good opportunities for advancement
 A feeling of “being in on” things
 An opportunity to control resources
 Too much uncompensated overtime
 Too many “headaches”
 Not enough authority to carry out responsibility
 Loneliness
 Too many problems involving people
 Too much organizational politics
 Leader characteristics and traits
 Inner qualities that help a leader function effectively in
many situations
 Self-confidence and problem solving skills
 Leader behavior and style
 The activities engaged in by the leader
 Characteristic approach related to his or her effectiveness
 Group member characteristics
 Attributes of the group that have a bearing on how
effective the leadership attempts will be
 Internal and external environment
 Self-management
 Think for oneself and to work well without close
supervision
 Commitment
 Committed to something beyond self
 Competence and focus
 Build competence and focus efforts for maximum
impact
 Courage
 Independent critical thinkers
 Fight for what is right
 Leading is a major part of a manager’s job
 Some research supports the view that the leader
affects organizational performance
 The concepts of substitutes for leadership, leader
irrelevance, and complexity theory suggest that
leadership matters little
 Leadership involves carrying out at least nine
different roles
 There are many sources of both satisfaction and
frustration to leaders
 Leadership is a function of:
 Leader characteristics and traits
 Leader behavior and style
 Group member characteristics
 Internal and external environments

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