This document discusses leadership theory and provides definitions of leadership. It describes how leadership has been conceptualized over time from traits to behaviors to transformation. Leadership is defined as "a process whereby an individual influences a group of individuals to achieve a common goal." The document also describes different perspectives on leadership including trait vs process, assigned vs emergent, the relationship between leadership and power, coercion, and the differences between leadership and management.

1. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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2. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Introduction
Chapter 1

3. 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

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

5. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
The Evolution of Leadership Definitions
1980s – Explosion of research
- Leader’s will
- Influence
- Traits
- Transformation
21st century – Complexity of leadership
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Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

6. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Conceptualizing Leadership
 The focus of group processes
 A personality perspective
 An act or behavior
 The power relationship between leaders
& followers
 A transformational process
 A skills perspective
Some definitions view leadership as:
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Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

7. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Leadership Defined
Leadership
is a process whereby an individual
influences a group of individuals
to achieve a common goal.
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Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

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

9. 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

10. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Trait vs. Process Leadership
 Certain individuals
have special innate
(natural)
characteristics or
qualities that
differentiate them
from nonleaders.
 Resides in select
people
 Restricted to those
with inborn talent
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Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

11. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Trait vs. Process Leadership
 Leadership is a
property (attribute)
or set of properties
possessed in varying
degrees by different
people (Jago, 1982).
 Observed in
leadership behaviors
 Can be learned
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Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

12. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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 behaviors
• Verbal involvement
• Seeking others’ opinions
 Affected by personality and gender
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Assigned Emergent

13. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Leadership & Power
The capacity or
potential to influence.
 Ability to affect
others’ beliefs,
attitudes, & actions
 Referent
 Expert
Legitimate
 Reward
 Coercive
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Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
Power
Bases of Social Power
French & Raven (1959)
Power is a relational concern for
both leaders and followers.

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

15. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Leadership & Power
 Position Power
derived from office
or rank in an
organization
 Personal Power is
influence derived from
being seen as likable &
knowledgeable
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16. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Leadership & Coercion
 Use of force to effect
change
 Influencing others to do
something by
manipulating rewards
and penalties in the
work environment
 Use of threats,
punishments
 Adolf Hitler
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Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
Coercion Involves Examples of Coercive Leaders
Power & restraint used to
force followers to
engage in extreme
behavior

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

18. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
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19. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Difference between Managers & Leaders
MANAGERS LEADERS
Administer Innovate
Maintain Develop
Control Inspire
Short term view Long term view
Ask how & when Ask what & why
Accept the current situation Challenge the current situation
Do things right Do right things.