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Leadership (BUS426)

Explore the various dimensions and definitions of leadership, from traits and behaviors to group dynamics and goal attainment. Understand how leadership influences individuals, groups, and organizations.

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Leadership (BUS426)

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  1. Chapter 1 – Introduction Tutor: Dr NailahAyub www.ayubsmaterial.weebly.com Leadership (BUS426) Northouse, 6thedition

  2. What is LEADERSHIP? • Individuals: A way to improve personal, social, and professional lives • Corporations: Leaders bring special assets to their organizations • Academia: Leadership studies

  3. Research on Leadership • Leadership is a trait, a behavior, information-processing, or relational process • Use qualitative and quantitative methods • Many contexts: small groups, therapeutic groups, large organizations • 200 different definitions for leadership between 1900-1990 • Conclusion: Leadership is a complex process having multiple dimensions

  4. 1900-1929 • Emphasized control and centralization of power • A common theme of domination • Defined: the ability to impress the will of the leader on those led and induce obedience, respect, loyalty, and cooperation

  5. 1930s • Focus on traits • Influence rather than domination • Leadership is the interaction of an individual’s specific personality traits with those of a group • While attitudes and activities of many are changed, the many also influence the leader

  6. 1940s • Group Approach • Leadership is the behavior of an individual while involved in directing group activities • Persuasion, not ‘drivership’

  7. 1950s • Three themes • Group theory continues: Leadership is what leaders do • Leadership is a relationship that develops shared goals: defined on the basis of leader behavior • Effectiveness: Leadership is the ability to influence overall group effectiveness • Leadership as behavior continues • Leadership is ‘acts by persons which influence other persons in a shared direction’ 1960s

  8. 1970s • Organizational Behavior Approach: Leadership is ‘initiating and maintaining groups or organizations to accomplish group or organizational goals’ • “Leadership is the reciprocal process of mobilizing by persons with certain motives and values, various economic, political, and other resources, in a context of competition and conflict, in order to realize goals independently or mutually held by both leaders and followers.”

  9. 1980s • Focus: Nature of leadership • Themes • Do as the leader wishes • Influence (non-coercive) • Traits • Transformation (Leadership is when one or more persons engage with others in such a way that leaders and followers raise one another to high levels of motivation and morality) 1990s- Into the 21st century Debate over leadership versus management

  10. Conceptualizing 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 • A skills perspective 65 different classification systems in 60 years Some definitions view leadership as:

  11. Leadership Defined Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.

  12. Components Central to the Phenomenon of Leadership • Is a process • Involves influence • Occurs within a group context • Involves goal attainment Leadership Leaders • Are not above followers • Are not better than followers • Rather, an interactive relationship with followers

  13. 1: Is a process • Not a trait that resides within the leader • A transactional event between the leader and the followers • Leader is also affected by the followers • Not a linear, one-way events but an interactive event • Not restricted to the formally designated leader in a group, but is available to everyone

  14. 2: Involves influence • Concerned with HOW the leader affects followers • Groups are the context • influence group of individuals who have a common purpose • Of any size: small task group, a community group, large group or an entire organization 3: Occurs in groups

  15. 4: Attends common goals • Achieve something together • Have a mutual purpose • Ethical overtone: need to work with the followers • Although leaders and followers are closely linked • Leaders initiate the relationship • Create the communication linkage • Carry the burden of maintaining the relationship • Ethical responsibility to attend to the needs of the followers

  16. LEADERSHIP Trait vs. Process Leadership Assigned vs. Emergent Leadership Leadership & Power Leadership & Coercion Leadership & Management

  17. Trait vs. Process Leadership Trait definition of leadership: • Certain individuals have special innate or inborn characteristics or qualities that differentiate them from non-leaders. • Leadership is a property or set of properties possessed in varying degrees by different people. • Resides in select people • Restricted to those with inborn talent LEADER • Height • Intelligence • Extroversion • Fluency • Other Traits Leadership FOLLOWERS

  18. Trait vs. Process Leadership The process definition of Leadership: • Leadership is a phenomenon that resides in the context of the interaction between leaders and followers and makes leadership available to everyone • Observed in leadership behaviors • Can be learned LEADER Leadership (Interaction) FOLLOWERS

  19. Assigned vs. Emergent Leadership Assigned Emergent • Leadership based on occupying a position within an organization • Team leaders • Plant managers • Department heads • Directors Not always the ‘real’ leaders • how group members respond to someone • 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 behaviors • Verbal involvement • Being informed • Seek other’s opinions • Being firm but not rigid

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

  21. Leadership & Power Five Bases of Power

  22. Leadership & Power Types and Bases of Power • Power derived from office or rank in an organization • Legitimate • Reward • Coercive • Power is influence derived from being seen as likable & knowledgeable • Referent • Expert Position Power Personal Power

  23. Leadership & Coercion Coercion Involves • Use of force to effect change (against will) • Influencing others to do something via manipulation of rewards and penalties in the work environment • Use of threats, punishments, & negative rewards

  24. Leadership & Management Kotter (1990) Management Activities Leadership Activities “Produces order and consistency” “Produces change and movement” • Planning & Budgeting • Organizing & Staffing • Controlling & Problem Solving • Establishing direction • Aligning people • Motivating / Inspiring Major activities of management & leadership are played out differently; BUT, both are essential for an organization to prosper.

  25. Leadership & Management Kotter (1990) Major activities of management and leadership are played out differently; BUT, both are essential for an organization to prosper.

  26. Leadership & Management Managers Unidirectional Authority Leaders Multidirectional Influence • Are emotionally active • & involved • Are reactive • Shape ideas over • responding to them • Prefer to work with • people on problem • solving • Act to expand • available options • Low emotional • involvement • Change the way people • think about what is • possible

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