Leadership and Change

Mansoor Ullah Baig

 Chapter ONE Introduction Overview

 Conceptualizing Leadership

 Leadership Definition

 Components of the Definition

 Followers & Leadership

Richard Branson Harold A. Poling
Leadership Defined

 The skill/ability of an individual to influence group of

people through, inspiration, encouragement and

motivation with the purpose to create energy/movement

in them, gain their trust, and achieve organizational goals.

 Definition cont’d…
 Leadership is the art of influencing others to their
maximum performance to accomplish any task,
objective or project. (Cohen, 1990: 9)

 Leadership is a process of giving purpose (meaningful

direction) to collective effort, and causing willing effort
to be expended to achieve purpose. (Jacobs & Jaques,
1990: 281)

 Leadership requires using power to influence the

thoughts and actions of other people. (Zalenik, 1992)
Definition Problem
 Rost (1993: 7) found that 60% of the studies from 1910 to
1990 contained no clear statement of definition for
leadership.

 Scholars have not reached on a consistent agreement as

to how to best define leadership (Bass 1990; Rost 1993;
Yukl 2006)

 “Leadership is. . . .” In fact, as Stogdill (1974, p. 7) pointed

out in a review of leadership research, there are almost as
many different definitions of leadership as there are
people who have tried to define it.
Commonalities Among Leaders
 Leaders do not share common features.

 The only commonality is “FOLLOWERS”

The Leadership Mystery
 Individuals are interested for personal reasons

 Why organizations are interested in Leadership?

 Politicians also find the concept of Leadership attractive

 General Masses want LEADERS!

Cont’d…
 A review of the scholarly studies on leadership shows
that there is a wide variety of different theoretical
approaches to explain the complexities of the leadership
process.

(e.g., Bass, 1990; Bryman, 1992; Bryman, Collinson, Grint,

Jackson & Uhl-Bien, 2011; Day & Antonakis, 2012; Gardner,
1990; Hickman, 2009; Mumford, 2006; Rost, 1991).
 Conceptualizing Leadership
 Some definitions view Leadership as:

o The focus of group processes

o A personality perspective
o An act or behavior
o In terms of the power relationship between leaders &
followers
o An instrument of goal achievement
o A skills perspective
Components Central to the Phenomenon
of Leadership
 Leadership

o Is a process
o Involves influence
o Occurs within a group context
o Involves goal attainment

 Leaders
o Are not above followers
o Are not better than followers
o Rather, an interactive relationship with followers
 Leadership Described
Some other questions regarding Leadership:

 Trait vs. Process Leadership

 Assigned vs. Emergent Leadership

 Leadership & Power

 Leadership & Coercion

 Leadership & Management

 Trait vs. Process Leadership
 Trait definition of leadership:
 Certain individuals
have special innate
or inborn characteristics
or qualities that
differentiate
them from non-leaders.
 Resides in selected people
 Restricted to those with
inborn talent
 Trait vs. Process Leadership
 The process definition of Leadership:
 Leadership is a property
or set of properties
possessed in varying
degrees by different
people (Jago, 1982).
 Observed in leadership
behaviors
 Can be learned
Assigned vs. Emergent Leadership
Assigned Emergent

 Leadership based on  An individual perceived by

occupying a position others as the most influential
within an organization member of a group or
 Team leaders organization regardless of the
individual’s title
 Plant managers
 Emerges over time through
 Department heads communication behaviors
 Directors  Verbal involvement
 Being informed
 Seek other’s opinions
 Being firm but not rigid
 Leadership & Power

Five
Bases
of
Power
 Leadership & Power

Types and Bases of Power

Position Power Personal Power

 Power derived from  Power is influence

office or rank in an derived from being
organization seen as likable &
 Legitimate knowledgeable
 Reward  Referent
 Coercive  Expert
 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
Kotter (1990)

Major activities
of management
and leadership
are played out
differently;
BUT, both are
essential for an
organization to
prosper.
 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
available options
• Low emotional
involvement
• Change the way people
think about what is
possible
How to develop Leadership?
 The THREE principles of Leadership:

1. There is NO standard formula for leadership. Every

leader has his own unique approach.

2. Leaders and Followers have an interdependent relation.

3. Leaders must be adaptive to respond to a variety of

circumstances and challenges.