The document provides an overview of leadership, including conceptualizing leadership from different perspectives, defining leadership as a process of influencing individuals to achieve a common goal, and describing key components of leadership like influence and goal attainment. It also discusses different views of leadership, such as trait vs process approaches, assigned vs emergent leadership, the relationship between leadership and power/coercion, and how leadership differs from management in focusing on change rather than order.

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
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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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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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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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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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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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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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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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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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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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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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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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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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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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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