CHAPTER 1

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-1

Introduction: The Nature of Leadership

Learning Objectives

After Studying this Chapter you should be able to:

Understand the different ways leadership has been defined.

Understand the controversy about differences between leadership and management.

Understand why it is so difficult to assess leadership effectiveness.

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-2

Learning Objectives (Cont.)

Understand the indicators used to assess leadership effectiveness

Understand what aspects of leadership have been studied the most during the past 50 years.

Understand the organization of this book.

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-3

LEARNING OBJECTIVE 1

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-4

Understand the different ways leadership has been defined

Definition of Leadership

“Always, it seems, the concept of leadership eludes us or turns up in another form to taunt us again with its slipperiness and complexity. So we have invented an endless proliferation of terms to deal with it…and still the concept is not sufficiently defined.”

Bennis (1959)

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-5

Controversies Over Leadership Definitions

Specialized role or shared influence process

Type of influence process Purpose of influence attempts Influence based on reason or emotions Direct versus indirect leadership Leadership versus management

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-6

Leadership: A Working Definition

“Leadership is the process of

influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives.”

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-7

LEARNING OBJECTIVE 2

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-8

Understand the controversy about differences between

leadership and management

Controversies about Differences Between Leadership and

Management

Leaders and managers as qualitatively different and mutually exclusive types of people

Leading and managing as different roles or processes

Leading as an influence relationship and managing as an authority relationship

Integrative approach

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations

1-9

LEARNING OBJECTIVE 3

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-10

Understand why it is so difficult to assess leadership

effectiveness

Difficulties With Assessing Leadership Effectiveness

Many different indicators Immediate and delayed outcomes Stakeholders with different preferences Different conceptions of leadership Development of a composite measure

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-11

LEARNING OBJECTIVE 4

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-12

Understand the different indicators used to assess leadership effectiveness

Indicators of Effective Leadership

High group performance Follower satisfaction Improved group processes Career success of leader

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-13

LEARNING OBJECTIVE 5

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-14

Understand what aspects of leadership have been studied

the most over the last 50 years

Ways to Classify Leadership Theory and Research

Type of variable emphasized Type of leader characteristic Level of Conceptualization

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-15

Key Variables in Leadership Theory

Characteristics of the Leader

Characteristics of the Follower

Characteristics of the Situation

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-16

Type of Leadership Characteristic

Trait Approach

Behavior Approach

Power-Influence Approach

Situational Approach

Integrative Approach

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-17

Level of Conceptualization

Intra-individual process Dyadic process Group process Organizational process Multi-level theories

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-18

Other Bases for Comparing Leadership Theories

Leader-centered versus follower-centered

Universal versus contingency Descriptive versus prescriptive

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-19

LEARNING OBJECTIVE 6

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-20

Understand the organization of this book

Primary: Type of Leadership Variable Studied

Behavior Approach Trait Approach Situational Approach Power and Influence Approach

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-21

Secondary: Level of Conceptualization

Dyadic level Group level Organizational level Multiple levels Summary of Major Findings

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-22