Chapter 1 of Leadership

Chapter 1 of Leadership

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  1 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger 1
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  2 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger 2 Those who listen to the word and follow the best thereof, those are whom Allah has guided and those are men of understanding 39:18
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  3 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger LeadershipLeadership LeadershipLeadership Theory and Practice,Theory and Practice, Peter G. Northouse, Ph.D.Peter G. Northouse, Ph.D.
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  4 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger OverviewOverview • Conceptualizing Leadership • Leadership Definition • Components of the Definition • Followers & Leadership
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  5 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger Conceptualizing LeadershipConceptualizing 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 Some definitions view leadership as:Some definitions view leadership as:
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  6 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger Leadership DefinedLeadership Defined LeadershipLeadership is a process whereby an individual influences a group of individuals to achieve a common goal.
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  7 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger Components Central to theComponents Central to the Phenomenon of LeadershipPhenomenon of Leadership • Is a process • Involves influence • Occurs within a group context • Involves goal attainment LeadershipLeadership LeadersLeaders • Are not above followers • Are not better than followers • Rather, an interactive relationship with followers
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  8 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger LEADERSHIPLEADERSHIP DESCRIBEDDESCRIBED • Trait vs. Process Leadership • Assigned vs. Emergent Leadership • Leadership & Power • Leadership & Coercion • Leadership & Management
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  9 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger Trait vs. Process LeadershipTrait vs. Process Leadership • Certain individuals have special innate or inborn characteristics or qualities that differentiate them from nonleaders. – Resides in selectselect people – Restricted to those with inborn talent Trait definition of leadership:Trait definition of leadership: LEADERLEADER • HeightHeight • IntelligenceIntelligence • ExtroversionExtroversion • FluencyFluency • Other TraitsOther Traits Leadership=Leadership= FOLLOWERSFOLLOWERS
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  10 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger Trait vs. Process LeadershipTrait vs. Process Leadership • LeadershipLeadership is a property or set of properties possessed in varying degrees by different people (Jago, 1982). – Observed in leadership behaviorsbehaviors – Can be learned The process definition of Leadership:The process definition of Leadership: LEADERLEADER Leadership=Leadership= (Interaction)(Interaction) FOLLOWERSFOLLOWERS
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  11 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger 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 – Personality AssignedAssignedAssignedAssigned EmergentEmergentEmergentEmergent
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  12 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger Leadership & PowerLeadership & Power • PowerPower is the capacity or potential to influence – Two kinds of power • Position • Personal • RewardReward • CoerciveCoercive • LegitimateLegitimate • ReferentReferent • ExpertExpert PowerPowerPowerPower Bases of Social PowerBases of Social Power French & Raven (1959)French & Raven (1959) Bases of Social PowerBases of Social Power French & Raven (1959)French & Raven (1959) Power is a relational concern forPower is a relational concern for both leaders and followers.both leaders and followers.
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  13 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger Leadership & CoercionLeadership & Coercion • The use of force to effectThe use of force to effect changechange • Influencing others to doInfluencing others to do something viasomething via manipulation of rewardsmanipulation of rewards and penalties in theand penalties in the work environmentwork environment • Use of threats,Use of threats, punishments, & negativepunishments, & negative rewardsrewards • Adolf HitlerAdolf Hitler • Jim JonesJim Jones • David KoreshDavid Koresh CoercionCoercion InvolvesInvolves CoercionCoercion InvolvesInvolves Examples of CoerciveExamples of Coercive LeadersLeaders Examples of CoerciveExamples of Coercive LeadersLeaders Power & restraint usedPower & restraint used to force followers toto force followers to engage in extremeengage in extreme behaviorbehavior
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  14 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger Leadership & ManagementLeadership & Management Kotter (1990)Kotter (1990) ManagementManagement ActivitiesActivities LeadershipLeadership ActivitiesActivities “Produces order and consistency” • Planning / Budgeting • Organizing / Staffing • Controlling / Problem Solving “Produces change and movement” • Establishing direction • Aligning people • Motivating / Inspiring Major activities of management and leadershipMajor activities of management and leadership are played out differently; BUT both are essentialare played out differently; BUT both are essential for an organization to prosper.for an organization to prosper.
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  15 Chapter 1 -IntroductionChapter 1 - Introduction SAGESAGE PublicationsPublications © 2003 Jan Krieger Leadership & ManagementLeadership & Management ManagersManagers Unidirectional AuthorityUnidirectional Authority LeadersLeaders Multidirectional InfluenceMultidirectional Influence • Are reactiveAre reactive • Prefer to work withPrefer to work with people on problempeople on problem solvingsolving • Low emotionalLow emotional involvementinvolvement • Are emotionally activeAre emotionally active & involved& involved • Shape ideas overShape ideas over responding to themresponding to them • Act to expandAct to expand available optionsavailable options • Change the way peopleChange the way people think about what isthink about what is possiblepossible