Chapter 1 of Leadership

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Chapte r 1 - Introduct ionChapte r 1 - Introduct ion

SAGESAGE Publications Publications © 2003 Jan Krieger

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2 Those who listen to the word and follow the best thereof, those are whom Allah has guided and those are men of understanding

39:18

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LeadershipLeadershipLeadershipLeadership

Theory and Practice, Theory and Practice, Peter G. Northouse, Ph.D.Peter G. Northouse, Ph.D.

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OverviewOverview• Conceptualizing Leadership

• Leadership Definition

• Components of the Definition

• Followers & Leadership

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Conceptualizing LeadershipConceptualizing 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

Some definitions view leadership as:Some definitions view leadership as:

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Leadership DefinedLeadership Defined

LeadershipLeadership is a process whereby an individual

influences a group of individuals to achieve a common goal.

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Components Central to the Components Central to the Phenomenon of LeadershipPhenomenon of Leadership

• Is a process

• Involves influence

• Occurs within a group context

• Involves goal attainment

LeadershipLeadership

LeadersLeaders• Are not above followers

• Are not better than followers

• Rather, an interactive relationship with followers

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LEADERSHIPLEADERSHIPDESCRIBEDDESCRIBED

• Trait vs. Process Leadership

• Assigned vs. Emergent Leadership

• Leadership & Power

• Leadership & Coercion

• Leadership & Management

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Trait vs. Process LeadershipTrait vs. Process Leadership

• Certain individuals have special innate or inborn characteristics or qualities that differentiate them from nonleaders. – Resides in selectselect

people– Restricted to those

with inborn talent

Trait definition of leadership:Trait definition of leadership:

LEADERLEADER

• HeightHeight• IntelligenceIntelligence• ExtroversionExtroversion• FluencyFluency• Other TraitsOther Traits

Leadership=Leadership=

FOLLOWERSFOLLOWERS

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Trait vs. Process LeadershipTrait vs. Process Leadership

• LeadershipLeadership is a property or set of properties possessed in varying degrees by different people (Jago, 1982).– Observed in

leadership behaviorsbehaviors– Can be learned

The process definition of Leadership:The process definition of Leadership:

LEADERLEADER

Leadership=Leadership=(Interaction)(Interaction)

FOLLOWERSFOLLOWERS

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Assigned vs. Emergent LeadershipAssigned vs. Emergent Leadership

• Leadership based on occupying a position within an organization– Team leaders– Plant managers

– Department heads– Directors

• 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

– Personality

AssignedAssignedAssignedAssigned EmergentEmergentEmergentEmergent

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Leadership & PowerLeadership & Power

• PowerPower is the capacity or potential to influence– Two kinds of

power• Position

• Personal

• RewardReward

• CoerciveCoercive

• LegitimateLegitimate

• ReferentReferent

• ExpertExpert

PowerPowerPowerPower Bases of Social PowerBases of Social PowerFrench & Raven (1959)French & Raven (1959)Bases of Social PowerBases of Social PowerFrench & Raven (1959)French & Raven (1959)

Power is a relational concern forPower is a relational concern for both leaders and followers.both leaders and followers.

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Leadership & CoercionLeadership & Coercion

• The use of force to effect The use of force to effect changechange

• Influencing others to do Influencing others to do something via something via manipulation of rewards manipulation of rewards and penalties in the and penalties in the work environmentwork environment

• Use of threats, Use of threats, punishments, & negative punishments, & negative rewardsrewards

• Adolf HitlerAdolf Hitler

• Jim JonesJim Jones

• David KoreshDavid Koresh

Coercion Coercion InvolvesInvolvesCoercion Coercion InvolvesInvolves

Examples of Coercive Examples of Coercive LeadersLeaders

Examples of Coercive Examples of Coercive LeadersLeaders

Power & restraint usedPower & restraint usedto force followers toto force followers toengage in extremeengage in extreme

behaviorbehavior

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Leadership & ManagementLeadership & Management Kotter (1990) Kotter (1990)

ManagementManagementActivitiesActivities

LeadershipLeadershipActivitiesActivities

“Produces order and consistency”• Planning / Budgeting• Organizing / Staffing• Controlling / Problem Solving

“Produces changeand movement”• Establishing direction• Aligning people • Motivating / Inspiring

Major activities of management and leadershipMajor activities of management and leadershipare played out differently; BUT both are essentialare played out differently; BUT both are essential

for an organization to prosper.for an organization to prosper.

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Leadership & ManagementLeadership & Management

ManagersManagersUnidirectional AuthorityUnidirectional Authority

LeadersLeadersMultidirectional InfluenceMultidirectional Influence

• Are reactiveAre reactive

• Prefer to work withPrefer to work with people on problempeople on problem solving solving

• Low emotionalLow emotional involvementinvolvement

• Are emotionally activeAre emotionally active & involved& involved

• Shape ideas over Shape ideas over responding to themresponding to them

• Act to expand Act to expand available optionsavailable options

• Change the way peopleChange the way people think about what isthink about what is possiblepossible

Business

Chapter 1 of Leadership