LEADERSHIP THEORY AND RESEARCH:

A CRITICAL APPROACH TO NEW AND

EXISTING PARADIGMS
BY: CHRISTIAN HARRISON
CHAPTER 1
PRESENTED BY: JOHN S. EVIOTA
PH.D. EDUCATIONAL LEADERSHIP AND MANAGEMENT
 GUIDE QUESTION
• HOW DO YOU QUALIFY YOURSELF? ARE YOU A
MANAGER? OR A LEADER? OR BOTH?
• REFLECTING ON THE EXISTING CONDITION/
SITUATION OF YOUR ORGANIZATION, DOES YOUR
ORGANIZATION REQUIRE MORE OF A ‘MANAGER’
OR A ‘LEADER’?
• IS LEADERSHIP NOW INCREASINGLY NEEDED BY ALL
MANAGERS?
 DEFINING LEADERSHIP
• LEADERSHIP STILL REMAINS AN ELUSIVE CONCEPT.
• TO DATE, THERE IS NO PRECISE DEFINITION OF THE
TERM LEADERSHIP. THERE ARE ALMOST AS MANY
DIFFERENT DEFINITIONS OF LEADERSHIP AS THERE
ARE PEOPLE WHO HAVE ATTEMPTED TO DEFINE THE
CONCEPT’ (STOGDILL, 1974, P. 259).
 LEADERSHIP VS. MANAGEMENT

•THE
MAJOR BONE OF CONTENTION
HAS BEEN THE DEFINITION AND
FUNCTIONS OF BOTH LEADERS AND
MANAGERS.
 DEFINING MANAGEMENT
• ‘ATTAINMENT OF ORGANIZATIONAL GOALS IN AN EFFECTIVE
AND EFFICIENT MANNER THROUGH PLANNING, ORGANIZING,
LEADING AND CONTROLLING ORGANIZATIONAL RESOURCES’
(DAFT ET AL. 2010, P. 7).
• ACCORDING TO ROBBINS (2005), IT INVOLVES THE USE OF
AUTHORITY INHERENT IN A DESIGNATED FORMAL RANK TO
OBTAIN COMPLIANCE FROM MEMBERS OF AN ORGANIZATION.
• IT ENCOMPASSES GETTING THINGS DONE THROUGH OTHER
PEOPLE IN ORDER TO ACHIEVE STATED OBJECTIVES (MULLINS
1996).
 DEFINING MANAGEMENT

• THE INTENT OF MANAGEMENTS TO MEET

ORGANIZATIONAL GOALS IN AN
EFFICIENT AND EFFECTIVE MANNER.
 DEFINING LEADERSHIP
•CONVERSELY, LEADERSHIP WHICH HAS
BEEN DEFINED IN THE PREVIOUS SECTION
IS MORE COMPLEX AND DEALS WITH
OTHER VARIABLES SUCH AS INFLUENCE,
MOTIVATION, CHANGE AND NOT JUST
MEETING THE ORGANIZATIONAL
OBJECTIVES.
 LEADERSHIP VS. MANAGEMENT
•KOTTER (1990) ARGUES THAT LEADERS
COPE WITH CHANGE WHILE MANAGERS
DEAL WITH COMPLEXITY.
•LEADERS AND MANAGERS ARE TOTALLY
DIFFERENT IN THEIR ATTITUDE TOWARDS
GOALS AND CONCEPTION OF WORK
(ZALEZNIK 1977).
 DEFINING MANAGEMENT
INFORMATION PROCESSING ROLES
•DISSEMINATOR
•MONITOR
•SPOKESPERSON
 DEFINING MANAGEMENT
INTERPERSONAL ROLES
•FIGUREHEAD
•LEADER
•LIAISON
 DEFINING MANAGEMENT
DECISION-MAKING ROLES
• DISTURBANCE HANDLER
• ENTREPRENEUR
• NEGOTIATOR
• RESOURCE ALLOCATOR
 DEFINING LEADERSHIP

•KOTTER (1990) DESCRIBES THE KEY

LEADERSHIP ACTIVITIES AS SETTING A
DIRECTION, ALIGNING PEOPLE IN THAT
DIRECTION, MOTIVATING AND INSPIRING.
 LEADERSHIP VS. MANAGEMENT

•IT IS ARGUABLE THAT NOT

EVERYONE WHO IS A MANAGER
WILL NECESSARILY BE A LEADER
AND VICE VERSA.
 LEADERSHIP VS. MANAGEMENT

•IT IS ARGUABLE THAT NOT

EVERYONE WHO IS A MANAGER
WILL NECESSARILY BE A LEADER
AND VICE VERSA.
 CONCLUSION
• DESPITE THE DIFFERENCES, IT IS QUITE CLEAR THAT
BOTH MANAGEMENT AND LEADERSHIP ARE USEFUL
IN TODAY’S WORLD. IF THERE IS NO STRONG
LEADERSHIP, PEOPLE WOULD NOT BE MOTIVATED. IF
THERE IS NO STRONG MANAGEMENT, THE
ESTABLISHED ORGANIZATIONAL GOALS MAY NOT
BE ACHIEVED.
 CONCLUSION

•WE NEED BOTH COMPETENT MANAGERS

AND SKILLED LEADERS.
 CONCLUSION
• SCHOLARS SUCH AS DAFT ET AL. (2010),
MINTZBERG (1973) AND MULLINS (1996)
PROPOSE THAT LEADERSHIP IS AN ACTIVITY OR
ROLE THAT MANAGERS OUGHT TO BE INVOLVED.
THEY ARE BOTH INTERLINKED AND CANNOT BE
VIEWED INDEPENDENTLY. MANAGERS WILL NEED
TO LEARN HOW TO LEAD WHILE LEADERS HAVE
TO LEARN HOW TO MANAGE.