Chpt 1 Intro[1]
Upcoming SlideShare
Loading in...5

Chpt 1 Intro[1]



Dr. William Allan Kritsonis lectures on the work of Peter G. Northouse

Dr. William Allan Kritsonis lectures on the work of Peter G. Northouse



Total Views
Views on SlideShare
Embed Views



0 Embeds 0

No embeds



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

Chpt 1 Intro[1] Chpt 1 Intro[1] Presentation Transcript

  • Leadership Leadership Theory and Practice, 3/e Peter G. Northouse, Ph.D. William Kritsonis, PhD Presenter
  • Overview
    • Conceptualizing Leadership
    • Leadership Definition
    • Components of the Definition
    • Followers & Leadership
  • 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
    Some definitions view leadership as:
  • 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
    • 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 nonleaders.
      • Resides in select people
      • Restricted to those with inborn talent
    Trait definition of leadership: LEADER
    • Height
    • Intelligence
    • Extroversion
    • Fluency
    • Other Traits
    Leadership= FOLLOWERS
  • 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
    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
    • 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
    Assigned Emergent
  • Leadership & Power
    • Power is the capacity or potential to influence
      • Two kinds of power
        • Position
        • Personal
    • Reward
    • Coercive
    • Legitimate
    • Referent
    • Expert
    Power Bases of Social Power French & Raven (1959) Power is a relational concern for both leaders and followers.
  • Leadership & Coercion
    • The 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
    • Jim Jones
    • David Koresh
    Coercion Involves Examples of Coercive Leaders Power & restraint used to force followers to engage in extreme behavior
  • Leadership & Management Kotter (1990) Management Activities Leadership Activities “ 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 leadership are played out differently; BUT both are essential for an organization to prosper.
  • Leadership & Management Zaleznik (1977) Managers Unidirectional Authority Leaders 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