This chapter explores the concepts of leadership (and management) and will focus on the leaders’ use of power to influence and persuade followers to act in ways which help the organization attain its goals. This chapter presents the following content: Conceptualizing leadership, leadership definition, components of the definition, followers & leadership.
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Leadership Chapter 1 - Introduction
Northouse, 4 th edition
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Overview
Followers & Leadership
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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
Some definitions view leadership as:
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Leadership Defined
Leadership
is a process whereby an individual influences a group of
individuals to achieve a
common goal.
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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
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LEADERSHIP DESCRIBED
Trait vs Process Leadership
Assigned vs Emergent Leadership
Leadership & Power
Leadership & Coercion
Leadership & Management
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Trait vs Process Leadership
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 definition of leadership:
LEADER
FOLLOWERS
Leadership
• Height
• Intelligence
• Extroversion
• Fluency
• Other Traits
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Trait vs Process Leadership
Leadership is a
property or set of
properties possessed
in varying degrees by
different people (Jago,
1982).
– Observed in leadership
behaviors
– Can be learned
The process definition of Leadership:
LEADER
Leadership
(Interaction)
FOLLOWERS
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Assigned 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 behaviors
Verbal involvement
Being informed
Seek other’s opinions
Being firm but not rigid
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Leadership & Power
The capacity or
potential to influence
– Ability to affect others’
beliefs, attitudes &
actions
Referent
Expert
Legitimate
Reward
Coercive
French & Raven (1959)
Bases of Social Power French & Raven (1959)
Power is a relational
concern for both leaders
and followers.
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Leadership & Power
Five
Bases
of Power
Five
Bases
of Power
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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 Five Bases of Power
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Leadership & Power
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 Five Bases of Power
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Leadership & Power
Power is influence derived from being seen
as likable &
knowledgeable
– Referent – Expert
Position Power Personal Power
Power derived from
office or rank in an
organization
– Legitimate
– Reward
– Coercive
Types and Bases of Power
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Leadership & Coercion
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
Coercion Involves
Coercion Involves
Examples of Coercive
Leaders
Examples of Coercive
Leaders
Power & restraint used
to force followers to engage in extreme
behavior
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Kotter (1990)
Management Activities
Leadership Activities
“Produces order
and consistency”
• Planning & Budgeting
• Organizing & Staffing
• Controlling & Problem Solving
“Produces change and movement”
• Establishing direction
• Aligning people
• Motivating / Inspiring
Major activities of management & leadership are played out differently; BUT, both are essential
for an organization to prosper.
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Major activities
of management and leadership are played out differently; BUT, both are essential for an organization to prosper.
Kotter (1990)
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Zaleznik (1977)
Managers
Unidirectional Authority
Leaders
Multidirectional Influence
• Are reactive
• Prefer to work with
people on problem
solving
• Low emotional
involvement
• Are emotionally active & involved
• Shape ideas over responding to them
• Act to expand available options
• Change the way people think about what is
possible