LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

Introduction

Chapter 1
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Overview
Importance of Leadership

Leadership Defined
- Ways of conceptualizing leadership
- Definition and components
Leadership Described
- Trait vs. process
- Assigned vs. emergent
- Leadership and power
- Leadership and coercion
- Leadership and management
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 3

The Evolution of Leadership Definitions

1900-1929 Control and centralization of power

1930s Trait approach

1940s Group approach

1950s Group theory, shared goals, and

effectiveness
1960s Leadership as behavior

1970s Organizational behavior

Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 4

The Evolution of Leadership Definitions

1980s Explosion of research
- Leaders will
- Influence
- Traits
- Transformation
21st century Complexity of leadership

Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 5

Conceptualizing Leadership
Some definitions view leadership as:
The focus of group processes

A personality perspective

An act or behavior

The power relationship between leaders

& followers
A transformational process

A skills perspective
Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 6

Leadership Defined

Leadership
is a process whereby an individual
influences a group of individuals
to achieve a common goal.

Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 7

Components Central to the Phenomenon of

Leadership
Leadership Leaders
Is a process And followers are
Involves influence
involved together
And followers need each
Occurs within a
group context other
Often initiate and
Attends to
common goals maintain the relationship
Are not above or better
than followers
Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

Leadership Described
Trait vs. Process Leadership

Assigned vs. Emergent Leadership

Leadership and Power

Leadership and Coercion

Leadership and Management

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 9

Trait vs. Process Leadership

Certain individuals
have special innate
characteristics or
qualities that
differentiate them
from nonleaders.
Resides in select
people
Restricted to those
with inborn talent

Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 10

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

Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 11

Assigned vs. Emergent Leadership

Assigned Emergent
Leadership based An individual perceived by others
on occupying a as the most influential member
position within an of a group or organization
organization regardless of the individuals title
Team leaders Emerges over time through
communication behaviors
Plant managers
Verbal involvement
Department Being informed
heads Seeking others opinions
Directors Being firm but not rigid
Affected by personality and gender

Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 12

Leadership & Power

Bases of Social Power
Power
French & Raven (1959)
The capacity or
Referent
potential to influence.
Ability to affect Expert
others beliefs,
Legitimate
attitudes, & actions
Reward
Power is a relational concern for Coercive
both leaders and followers.

Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 13

Leadership & Power

Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 14

Leadership & Power

Position Power Personal Power is
derived from office influence derived from
or rank in an being seen as likable &
organization knowledgeable

Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 15

Leadership & Coercion

Coercion Involves Examples of Coercive Leaders
Use of force to effect
Adolf Hitler
change
Jim Jones
Influencing others to do
something by Taliban leaders
manipulating rewards
and penalties in the Power & restraint used to
work environment force followers to
Use of threats, engage in extreme
punishments, & behavior
negative rewards
Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 16

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
Motivating / Inspiring
Solving

Major activities of management & leadership

are played out differently; BUT, both are essential
for an organization to prosper.
Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 17

Leadership & Management Zaleznik (1977)

Managers Leaders
Unidirectional Authority Multidirectional Influence
Are reactive Are emotionally active &
involved
Prefer to work with
people solving Shape ideas over responding
to them
Low emotional
Act to expand available
involvement
options
Change the way people think
about what is possible
Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.