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Leadership

Leadership. Chapter 1 - Introduction. Northouse, 4 th edition. Overview. Conceptualizing Leadership Leadership Definition Components of the Definition Followers & Leadership. The focus of group processes A personality perspective An act or behavior

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Leadership

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  1. Leadership Chapter 1 - Introduction Northouse, 4th edition

  2. Overview Conceptualizing Leadership Leadership Definition Components of the Definition Followers & Leadership

  3. 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 Conceptualizing Leadership Some definitions view leadership as:

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

  5. Components Central to the Phenomenon of Leadership Leadership • 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

  6. LEADERSHIPDESCRIBED Trait vs. Process Leadership Assigned vs. Emergent Leadership Leadership & Power Leadership & Coercion Leadership & Management

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

  8. Leadership is a property or set of properties possessed in varying degrees by different people (Jago, 1982). Observed in leadership behaviors Can be learned Trait vs. Process Leadership The process definition of Leadership: LEADER Leadership (Interaction) FOLLOWERS

  9. 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 behaviors Verbal involvement Being informed Seek other’s opinions Being firm but not rigid Assigned vs. Emergent Leadership Assigned Emergent

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

  11. Five Bases of Power Leadership & Power

  12. 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 Five Bases of Power Leadership & Power

  13. 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. Five Bases of Power Leadership & Power

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

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

  16. 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.

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

  18. Leadership & ManagementZaleznik (1977) 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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