Chapter 1 - Introduction

Leadership

Chapter 1 - Introduction

Northouse, 4th edition

Chapter 1 - Introduction

Overview
 Conceptualizing Leadership
 Leadership Definition
 Components of the Definition
 Followers & Leadership
Chapter 1 - Introduction

Conceptualizing Leadership
Some definitions view leadership as:

 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
Chapter 1 - Introduction

Leadership Defined

Leadership
is a process whereby an
individual influences a group of
individuals to achieve a
common goal.
Chapter 1 - Introduction

Components Central to the

Phenomenon of Leadership
Leadershi
p Is a process
 Involves influence
 Occurs within a group context
 Involves goal attainment

Leaders
 Are not above followers
 Are not better than followers
 Rather, an interactive relationship with followers
Chapter 1 - Introduction

LEADERSHIP
DESCRIBED
 Trait vs. Process Leadership
 Assigned vs. Emergent Leadership
 Leadership & Power
 Leadership & Coercion
 Leadership & Management
Chapter 1 - Introduction

Trait vs. Process Leadership

Trait definition of leadership:
 Certain individuals
LEADER
have special innate
or inborn • Height
characteristics or Leadership • Intelligence
qualities that • Extroversion
• Fluency
differentiate them • Other Traits
from nonleaders.
– Resides in select
people
– Restricted to those FOLLOWERS
with inborn talent
Chapter 1 - Introduction

Trait vs. Process Leadership

The process definition of Leadership:
 Leadership is a
property or set of LEADER
properties possessed
in varying degrees by Leadership
different people (Jago,
1982). (Interaction)
– Observed in leadership
behaviors
– Can be learned
FOLLOWERS
Chapter 1 - Introduction

Assigned vs. Emergent Leadership

Assigned Emergent

 Leadership based  An individual perceived by

on occupying a others as the most influential
member of a group or
position within an
organization regardless of the
organization individual’s title
– Team leaders – Emerges over time through
– Plant managers communication behaviors
 Verbal involvement
– Department heads
 Being informed
– Directors  Seek other’s opinions
 Being firm but not rigid
Chapter 1 - Introduction

Leadership & Power

Power Bases of Social Power
French & Raven
 The capacity or (1959)
 Referent
potential to influence.
– Ability to affect others’  Expert
beliefs, attitudes &
 Legitimate
actions
 Reward
Power is a relational  Coercive
concern for both leaders
and followers.
Chapter 1 - Introduction

Leadership & Power

Five
Five
Bases
Bases
of
of
Power
Power
Chapter 1 - Introduction

Leadership & Power

Five
Five Bases
Bases of
of Power
Power
 REFERENT POWER – Based on followers’ identification
and liking for the leader.
– ex. A schoolteacher who is adored by her students has referent
power.
 EXPERT POWER – Based on followers’ perceptions of
the leader’s 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
Chapter 1 - Introduction

Leadership & Power

Five
Five Bases
Bases of
of Power
Power

 REWARD 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.
Chapter 1 - Introduction

Leadership & Power

Types and Bases of Power
Position Power Personal Power

 Power derived from  Power is

office or rank in an influence derived
organization from being seen
– Legitimate as likable &
– Reward knowledgeable
– Coercive – Referent
– Expert
Chapter 1 - Introduction

Leadership & Coercion

Coercion Examples of Coercive
Involves Leaders
 Use of force to effect  Adolf Hitler
change
 Influencing others to do  Jim Jones
something via  David Koresh
manipulation of rewards
and penalties in the Power & restraint
work environment used to force
 Use of threats, followers to
punishments, & engage in extreme
negative rewards behavior
Chapter 1 - Introduction

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
Chapter 1 - Introduction

Kotter (1990)

Major activities
of management
and leadership
are played out
differently;
BUT, both are
essential for an
organization to
prosper.
Chapter 1 - Introduction

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
• Low emotional available options
involvement • Change the way people
think about what is
possible