Leadership

1. Leadership Chapter 1 - Introduction

2. Our View of Leadership:Triadic Reciprocal Causation

3. Overview Conceptualizing Leadership Leadership Definition Components of the Definition Followers & Leadership

4. 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: Conceptualizing Leadership

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

6. 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 Components Central to the Phenomenon of Leadership

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

8. 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 • Height • Intelligence • Extroversion • Fluency • Other Traits Leadership Trait vs. Process Leadership FOLLOWERS

9. 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) Trait vs. Process Leadership FOLLOWERS

10. 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 Assigned Emergent Assigned vs. Emergent Leadership

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

12. Five Bases of Power Leadership & Power

13. 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 Leadership & Power

14. 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 Leadership & Power

15. Power derived from office or rank in an organization • Legitimate • Reward • Coercive • Power is influence derived from being seen as likable & knowledgeable • Referent • Expert Types and Bases of Power Position Power Personal Power Leadership & Power

16. 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 • Pol Pot • David Koresh Coercion Involves Examples of Coercive Leaders Power & restraint used to force followers to engage in extreme behavior Leadership & Coercion

17. Management Activities Leadership Activities “Produces order and consistency” “Produces change and movement” • Planning & Budgeting • Organizing & Staffing • Controlling & Problem Solving • Establishing direction • Aligning people • Motivating / Inspiring Leadership & Management Kotter (1990) Major activities of management & leadership are played out differently; BUT, both are essential for an organization to prosper.

18. Major activities of management and leadership are played out differently; BUT, both are essential for an organization to prosper. Leadership & Management Kotter(1990)

19. Managers Unidirectional Authority Leaders Multidirectional Influence • Are emotionally active • & involved • Are reactive • Shape ideas over • responding to them • Prefer to work with • people on problem • solving • Act to expand • available options • Low emotional • involvement Leadership & ManagementZaleznik (1977) • Change the way people • think about what is • possible

20. Who are the constituents of organizational 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

21. OLD Paradigm Stability Control Competition Uniformity Self-centered Hero NEW Paradigm Change/crisis mgt. Empowerment Collaboration Diversity Higher purpose Humble Learning Organizations The New Reality for Leadership

22. Acting with an insensitive, abrasive, intimidating, bullying style • Being cold, aloof, arrogant • Betraying personal trust • Being overly ambitious, self-centered, thinking of next job, playing politics • Having specific performance problems with the business • Overmanaging, being unable to delegate or build a team • Being unable to select good subordinates Top Seven Reasons for Executive Derailment