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Leadership

This chapter introduces the concept of leadership. It defines leadership as a process of social influence where an individual influences a group towards achieving a common goal. It also discusses key components of leadership including that it is a process, involves influence, occurs in a group context, and involves goal attainment. The chapter then describes different approaches to leadership, including trait vs process, assigned vs emergent, and the relationship between leadership and power, coercion, and management.

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hajra ubaid
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117 views

Leadership

This chapter introduces the concept of leadership. It defines leadership as a process of social influence where an individual influences a group towards achieving a common goal. It also discusses key components of leadership including that it is a process, involves influence, occurs in a group context, and involves goal attainment. The chapter then describes different approaches to leadership, including trait vs process, assigned vs emergent, and the relationship between leadership and power, coercion, and management.

Uploaded by

hajra ubaid
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Chapter 1 - Introduction

Leadership
Chapter 1 - Introduction

Overview
❖ Conceptualizing Leadership
❖ Leadership Definition
❖ Components of the Definition
❖ Followers & Leadership
Chapter 1 - Introduction

Leadership Defined
Leadership
is a process whereby an
individual influences a group of
individuals to achieve a
common goal.
Chapter 1 - Introduction

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
Chapter 1 - Introduction

LEADERSHIP
DESCRIBED
❖ Trait vs. Process Leadership
❖ Assigned vs. Emergent Leadership
❖ Leadership & Power
❖ Leadership & Coercion
❖ Leadership & Management
Chapter 1 - Introduction

Trait vs. Process Leadership


Trait definition of leadership:
❖Certain individuals
LEADER
have special innate
or inborn • Height
characteristics or Leadership • Intelligence
qualities that • Extroversion
differentiate them • Fluency
• Other Traits
from nonleaders.
– Resides in select
people
– Restricted to those FOLLOWERS
with inborn talent
Chapter 1 - Introduction

Trait vs. Process Leadership


The process definition of Leadership:
❖ Leadership is a
property or set of LEADER
properties possessed
in varying degrees by Leadership
different people.
– Observed in leadership (Interaction)
behaviors
– Can be learned

FOLLOWERS
Chapter 1 - Introduction

Assigned vs. Emergent Leadership


Assigned Emergent

❖Leadership based ❖ An individual perceived by


on occupying a others as the most influential
member of a group or
position within an
organization regardless of the
organization individual’s title
– Team leaders – Emerges over time through
– Plant managers communication behaviors
▪ Verbal involvement
– Department heads
▪ Being informed
– Directors
▪ Seek other’s opinions
▪ Being firm but not rigid
Chapter 1 - Introduction

Leadership & Power


Power Bases of Social Power
French & Raven (1959)
❖The capacity or
❖ Referent
potential to influence.
– Ability to affect others’ ❖ Expert
beliefs, attitudes &
❖ Legitimate
actions
❖ Reward
❖ Coercive
Chapter 1 - Introduction

Leadership & Power

Five
Bases
of
Power
Chapter 1 - Introduction

Leadership & Power


Types and Bases of Power
Position Power Personal Power

❖ Power derived from ❖Power is


office or rank in an influence derived
organization from being seen
– Legitimate as likable &
– Reward knowledgeable
– Coercive – Referent
– Expert
Chapter 1 - Introduction

Leadership & Coercion


Coercion Examples of Coercive
Involves Leaders

❖ Use of force to effect ❖Adolf Hitler


change
❖ Influencing others to do ❖Jim Jones
something via
manipulation of rewards
and penalties in the Power & restraint
work environment used to force
❖ Use of threats, followers to
punishments, & engage in extreme
negative rewards behavior
Chapter 1 - Introduction

Leadership & Management


Kotter (1990)
Management Leadership
Activities Activities
“Produces order “Produces change
and consistency” and movement”
• Planning & Budgeting • Establishing direction
• Organizing & Staffing • Aligning people
• Controlling & Problem Solving • Motivating / Inspiring

Major activities of management & leadership


are played out differently; BUT, both are essential
for an organization to prosper.
Leadership & Management
Chapter 1 - Introduction

Kotter (1990)

Major activities
of management
and leadership
are played out
differently;
BUT, both are
essential for an
organization to
prosper.
Chapter 1 - Introduction

Leadership & Management


Zaleznik (1977)
Managers Leaders
Unidirectional Authority Multidirectional Influence
• Are emotionally active
• Are reactive & involved

• Prefer to work with • Shape ideas over


people on problem responding to them
solving • Act to expand
• Low emotional available options
involvement • Change the way people
think about what is
possible

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