PowerPoint Presentation by Charlie Cook 1e. Copyright © 2005 South-Western. All rights reserved. Chapter 1 Introduction to Leadership

Copyright © 2005 South-Western. All rights reserved. PowerPoint Presentation by Charlie Cook

1e.

Chapter 1Chapter 1

Introduction to LeadershipIntroduction to Leadership

Copyright © 2005 South-Western. All rights reserved. 1–2

Chapter ObjectivesAfter completing this chapter, you should be able to: Define leadership.

Explain how leadership differs from management.

Understand how leadership influences organizational performance.

Explain the tri-axis model for conceptualizing organizational leadership.

Discuss different approaches to studying organizational leadership.

Describe the challenges of conducting research on organizational leadership.


The Nature of Leadership

• Common Assumptions:

Leaders—through their personal qualities, influence, and actions—profoundly shape societal events (i.e., make a difference).

A leader affects and is affected by followers and the environment within which he or she operates.

Managerial leadership is a process of social influence whereby an individual exerts influence on others in an organizational context.


The Nature of Leadership

• Effects of Large-scale Industrialization

The bureaucratic need (coordination) for managers

Monitoring and controlling the productivity, quality, and performance of subordinates.

The organizational need (direction) for leadership

Strategic management in building and deploying a committed workforce of team members.


Leadership

• Is a dialectical, proactive process wherein an individual persuades others to do something they would not otherwise do.

• Is socially constructed through the interaction of leaders and followers within a specific context and is equated with power.


The Search for Leadership Alternatives

• Command and control (traditional) leadership model—Taylor and Weber

• Transformational leadership model—Tichy and Devanna

• Charismatic leadership model—Conger

• Self-leadership model—Manz and Sims

• “To lead without leading”


View CD

• If just to learn what is on it and how it all fits together, it is worth taking a glance at the Leadership in Organizations CD-ROM right now, if you have not done so already.

• Designed to draw out the intricacies of leadership theory and practice, the case studies, in particular, allow for a surprisingly in-depth look at leadership as it is exercised at a variety of organizations.


Leadership versus Management

• Management ApproachesThe central process through which organizations

achieve the semblance of congruence and direction.

A process designed to coordinate and control productive activities.

• Managerial RoleAn expected set of activities or behaviors stemming

from a position held in an organizational setting.

Planning, organizing, commanding, coordinating, and controlling


Leadership versus Management

• Dimensions of Modern ManagementManagerial activities

Planning, organizing, commanding, coordinating, and controlling

Managerial contingenciesForces and events, both outside and inside the

organization, that affect management behaviorManagerial processes

The means by which managers communicate ideas, gain acceptance of those ideas, and motivate others to implement them


Leadership versus Management (cont’d)

• Management

Maintain the status quo

Create order and consistency

“Doing things right”

Transactional (contractual) relationships

• Leadership

Create vision

Create change or movement

“Doing the right thing”

Transformational relationships (psychological contract)


Management and Leadership Compared

Table 1.1Source: Kotter, J. P. (1990). A Force for Change: How Leadership Differs from Management. New York: Free Press; Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press.


Leading Organizational Change

• Steps in the Change Process:Step 1: Establish a sense of urgency.

Step 2: Create the guiding coalition.

Step 3: Develop a vision and a strategy.

Step 4: Communicate the change vision.

Step 5: Empower broad-based action.

Step 6: Generate short-term wins.

Step 7: Consolidate gains and produce more change.

Step 8: Anchor new approaches in the culture.


Reflective Question Reflective Question ▼▼

• Think about a position you have held in an organization.

To what extent were you a leader?

To what extent were you a follower?

Did the managers exhibit managerial or leadership behaviors? Explain.

Do you believe that managers and leaders reflect fundamentally different personality types?


Management and Leadership

Management ManagerialLeadershipManagerialLeadership

Leadership


Factors Used to Measure Organizational Performance

Figure 1.1


Methodological Challenges

• Gaining management participation and disclosure of commercially sensitive information.

• Making subjective judgments about which criteria to study, which measures to use and the weight to be assigned each measure.

• Negatively correlated multiple criteria.

• Isolation of external variables to reduce their influence.

• Difficulties in identifying causal links.


Leadership as a Process

Figure 1.2


Perspectives on Leadership

Figure 1.3


Leadership Theories: An Overview

• The Trait Perspective

“Great Man” theories focused on identifying innate (universal) individual qualities or attributes of leaders that distinguish them from nonleaders or noneffective leaders.

• The Behavior Perspective

Theories examining the people- and task-oriented behaviors and organizational roles that make leaders most effective.


Leadership Theories (cont’d)

• The Contingency Perspective

The idea that effective leadership (as a style) in a particular case depends on interactions among the leader, followers, and the situation.

• The Power–Influence Perspective

A sociological viewpoint of the leadership process in terms of social relations involving the interplay of power, constraints, conflict, and cooperation.


Leadership Theories (cont’d)

• The Gender–Influence PerspectiveAnalyses that consider how the leadership styles of

female leaders differ for those of male leaders.

• The Integrative PerspectiveStudies of charismatic leaders that attempt to

combine trait, behavior, and contingency theories to explain leader–follower relationships.

• The Exchange PerspectiveTheories that focus on leader–follower interactions—

their nature and effects on leaders, followers, and the organization.


Issues in Leadership Research

• What perspective should researchers and scholars adopt when studying leadership?Mainstream approach

Rationality of organizationsEfficiency and achievement of organizational goals

Critical approachApplying historical, contextual considerations of

sociological concepts—social structure, processes, culture, and norms—to discover the in-process ways in which power, control, conflict, and legitimacy affect leader–follower dynamics.


Issues in Leadership Research

• To what extent can researchers construct a truly objective account of the leadership phenomenon?Research methodologiesResearch designsPolitical characteristics of leader-follower relations

• The Constructivist ApproachSuggests that accounts and interpretations of what

the leader and the situation are perceived to be result from the interaction of the examined leader and the researcher in a shared context.


Reflective Question Reflective Question ▼▼

• According to the constructivist approach to knowledge making, language does not transmit truth, but rather produces what we come to regard as truth.

What are your views of the constructivist model?

What are the implications of this view for understanding leadership studies?

Documents

PowerPoint Presentation by Charlie Cook 1e. Copyright © 2005 South-Western. All rights reserved. Chapter 1 Introduction to Leadership