Leadership

LeadershipLeadership

Chapter 1 - Introduction

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Our View of Leadership:Our View of Leadership:Triadic Reciprocal CausationTriadic Reciprocal Causation

OverviewOverview Conceptualizing Leadership Leadership Definition Components of the Definition Followers & Leadership

Conceptualizing LeadershipConceptualizing Leadership

The focus of group processesA personality perspectiveAn act or behaviorIn terms of the power relationship

between leaders & followersAn instrument of goal achievement A skills perspective

Some definitions view leadership as:

Leadership DefinedLeadership Defined

Leadership is a process whereby an

individual influences a group of individuals to

achieve a common goal.

Components Central to the Components Central to the Phenomenon of LeadershipPhenomenon 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

LEADERSHIPLEADERSHIPDESCRIBEDDESCRIBED

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

Trait vs. Process LeadershipTrait 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

Trait vs. Process LeadershipTrait 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:

LEADERLEADER

LeadershipLeadership

(Interaction)(Interaction)

FOLLOWERSFOLLOWERS

Assigned vs. Emergent LeadershipAssigned 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

AssignedAssigned EmergentEmergent

Leadership & PowerLeadership & Power

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

beliefs, attitudes & actions

Referent

Expert

Legitimate

Reward

Coercive

PowerPower Bases of Social PowerFrench & Raven

(1959)

Bases of Social PowerFrench & Raven

(1959)

Power is a relational concern for both leaders and followers.

Leadership & PowerLeadership & Power

Five Bases of Power

Five Bases of Power

Leadership & PowerLeadership & Power

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 PowerFive Bases of Power

Leadership & PowerLeadership & 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 PowerFive Bases of Power

Leadership & PowerLeadership & 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 PowerPosition Power Personal PowerPersonal Power

Types and Bases of Power

Leadership & CoercionLeadership & 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 HitlerPol PotDavid Koresh

Coercion InvolvesCoercion Involves

Examples of Coercive Leaders

Examples of Coercive Leaders

Power & restraint used to force followers to

engage in extreme behavior

Leadership & Management Leadership & Management Kotter (1990)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 & Management Kotter (1990)

Leadership & ManagementLeadership & ManagementZaleznik (1977)Zaleznik (1977)

ManagersUnidirectional Authority

LeadersMultidirectional 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

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Who are the Who are the constituents of constituents of organizational organizational

leadership?leadership?PAST: employee, employee families, communities

PRESENT: Stockholder, employee, employee families, communities, industry, state, country

FUTURE: Stockholder, employee, employee families, communities, industry, state, country, legacy of leader, legacy of organization

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The New Reality for Leadership The New Reality for Leadership

OLD ParadigmStabilityControlCompetitionUniformitySelf-centeredHero

NEW ParadigmChange/crisis mgt.EmpowermentCollaborationDiversityHigher purposeHumbleLearning

Organizations

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Top Seven Reasons for Top Seven Reasons for Executive DerailmentExecutive Derailment

1. Acting with an insensitive, abrasive, intimidating, bullying style

2. Being cold, aloof, arrogant3. Betraying personal trust4. Being overly ambitious, self-centered, thinking

of next job, playing politics5. Having specific performance problems with the

business6. Overmanaging, being unable to delegate or

build a team7. Being unable to select good subordinates