Yukl_Chapter 01.pptx

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-1
Introduction: The Nature of Leadership

Case 1 30%
Case 2 30%
Case 3 40%

After Studying this Chapter you should be
able to:
 Understand the different ways leadership has
been defined.
 Understand the controversy about differences
between leadership and management.
 Understand why it is so difficult to assess
leadership effectiveness.

 Understand the indicators used to assess
leadership effectiveness
 Understand what aspects of leadership have
been studied the most during the past 50 years.
 Understand the organization of this book.

Understand the different ways
leadership has been defined

 “Always, it seems, the concept of leadership
eludes us or turns up in another form to taunt
us again with its slipperiness and complexity.
So we have invented an endless proliferation of
terms to deal with it…and still the concept is
not sufficiently defined.”
 Bennis (1959)

 Specialized role or shared influence process
 Leader versus Follower
 social process or pattern of relationships rather than as a specialized
role.
 Type of influence process
 Not only who exercises influence, but also what type of influence is
exercised and the outcome.
 The same outcome can be accomplished with different influence
methods, and the same type of influence attempt can result in different
outcomes, depending on the nature of the situation.
 Purpose of influence attempts
 leadership occurs only when people are influenced to do what is ethical
and beneficial for the organization and themselves.
 An opposing view would include all attempts to influence the attitudes
and behavior of followers in an organizational context, regardless of the
intended purpose or actual beneficiary.

 Influence based on reason or emotions
 The relative importance of rational and emotional processes and how they
interact
 Direct versus indirect leadership
 Immediate subordinates versus other people inside the organization
 Forms of indirect leadership:
1. Cascading: It occurs when the direct influence of the CEO is
transmitted down the authority hierarchy of an organization from the
CEO to middle managers, to lower-level managers, to regular employees.
2. Influence over formal programs: programs for recruitment, selection,
and promotion of employees.
3. Leader influence over the organization culture

 Leadership versus management
Manager Leader
value stability, order, and efficiency,
and they are impersonal, risk-averse,
and focused on short-term results.
value flexibility, innovation, and
adaptation; they care about people as
well as economic outcomes, and they
have a longer-term perspective with
regard to objectives and strategies.
Concerned about how things get done,
and they try to get people to perform
better
concerned with what things mean to
people, and they try to get people to
agree about the most important things to
be done.
do things right do the right thing

“Leadership is the process of
influencing others to understand and
agree about what needs to be done
and how to do it, and the process of
facilitating individual and collective
efforts to accomplish shared
objectives.”

Understand the controversy about
differences between leadership
and management

 Leaders and managers as qualitatively different
and mutually exclusive types of people
 Leading and managing as different roles or
processes
 Leading as an influence relationship and
managing as an authority relationship
 Integrative approach
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations
1-12

Understand why it is so difficult
to assess leadership effectiveness

 Many different indicators
 Immediate and delayed outcomes
 Stakeholders with different preferences
 Different conceptions of leadership
 Development of a composite measure

Understand the different
indicators used to assess
leadership effectiveness

 High group performance: sales, net profits, profit margin,
market share, return on investment, return on assets, productivity,
 cost per unit of output, costs in relation to budgeted expenditures, and
change in the value of
 corporate stock.
 Follower satisfaction: indicators include absenteeism,
voluntary turnover, grievances, complaints to higher management,
requests for transfer, work slowdowns, and deliberate sabotage of
equipment and facilities.
 Improved group processes: group cohesiveness, member
cooperation, member commitment, Does the leader enhance problem
solving and decision making by the group, and help to resolve
disagreements and conflicts
 Career success of leader: Is the person promoted rapidly to
positions of higher authority?

influenced by extraneous events

Understand what aspects of
leadership have been studied the
most over the last 50 years

1. Type of variable emphasized
2. Type of leader characteristic
3. Level of Conceptualization

 Characteristics of the Leader
 Characteristics of the Follower
 Characteristics of the Situation

 Trait Approach: This approach emphasizes attributes of leaders such
as personality, motives, values, and skills. Underlying this approach was the
assumption that some people are natural leaders, endowed with certain traits
not possessed by other people.
 Behavior Approach: what managers actually do on the job.
 Power-Influence Approach: examines influence processes
between leaders and other people.
 Situational Approach: emphasizes the importance of contextual
factors that influence leadership processes as the characteristics of followers,
the nature of the work performed by the leader’s unit, the type of organization,
and the nature of the external environment.
 Integrative Approach: involves more than one type of leadership
variable, ex: charismatic leadership

 Intra-individual process: Individual traits and skills are also used
to explain a person’s motivation to seek power and positions of authority
 Dyadic process: focuses on the relationship between a leader and
another individual who is usually a subordinate or another type of follower in
terms of how the leader causes the subordinate to be more motivated and
more capable of accomplishing task assignments.
 Group process: the focus is on the influence of leaders on collective
processes that determine team performance. how well the work is organized
to utilize personnel and resources, how committed members are to perform
their work roles effectively, how confident members are that the task can be
accomplished successfully (“potency”), and the extent to which members trust
each other and cooperate in accomplishing task objectives.
 Organizational process: describes leadership as a process that
occurs in a larger “open system” in which groups are subsystems as the
survival and prosperity of an organization depends on adaptation to the
environment and the acquisition of necessary resources.
 Multi-level theories

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