LEADERSHIP (BUS426)

Chapter 1 – Introduction

Tutor: Dr Nailah Ayubwww.ayubsmaterial.weebly.com

Northouse, 6th edition

WHAT IS LEADERSHIP?

Individuals: A way to improve personal, social, and professional lives

Corporations: Leaders bring special assets to their organizations

Academia: Leadership studies

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

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

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

1940S Group Approach

Leadership is the behavior of an individual while involved in directing group activities

Persuasion, not ‘drivership’

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

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.”

1980S Focus: Nature of leadership Themes

Do as the leader wishes Influence (non-coercive)TraitsTransformation (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 CENTURYDebate over leadership versus management

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:65 different classification systems in 60 years

LEADERSHIP DEFINED

Leadership is a process whereby an

individual influences a group of individuals to

achieve a common goal.

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

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

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

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

LEADERSHIP

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

TRAIT VS. PROCESS 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

Trait definition of leadership:

LEADER

FOLLOWERS

Leadership• Height• Intelligence• Extroversion• Fluency• Other Traits

TRAIT VS. PROCESS 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

The process definition of Leadership:

LEADER

Leadership

(Interaction)

FOLLOWERS

ASSIGNED VS. EMERGENT LEADERSHIP

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

Assigned Emergent

LEADERSHIP & POWER

The capacity or potential to influence. Ability to affect others’

beliefs, attitudes & actions

Referent Expert Legitimate Reward Coercive

Power Bases of Social PowerFrench & Raven (1959)

Power is a relational concern for both leaders and followers.

LEADERSHIP & POWER

Five Bases

of Power

LEADERSHIP & 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

Types and Bases of Power

LEADERSHIP & COERCION

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

Coercion Involves

LEADERSHIP & MANAGEMENT KOTTER (1990)

ManagementActivities

LeadershipActivities

“Produces order and consistency”

• Planning & Budgeting

• Organizing & Staffing

• Controlling & Problem Solving

“Produces changeand movement”

• Establishing direction

• Aligning people

• Motivating / Inspiring

Major activities of management & leadershipare played out differently; BUT, both are essential

for an organization to prosper.

Major activities of management and leadershipare played out

differently; BUT, both are

essential for an organization to

prosper.

LEADERSHIP & MANAGEMENT KOTTER (1990)

LEADERSHIP & MANAGEMENTManagers

Unidirectional AuthorityLeaders

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