Leadership
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The document discusses different perspectives on leadership. It outlines definitions of leadership focusing on influence over followers. It then explores the history of leadership theories, from the classical view of heroic leaders to contingency theories that leadership depends on situations. The document also examines constructing leadership as a modern phenomenon and debates the limits and morality of leadership.
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After reading this chapter, you should be able to:
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3. Describe the characteristics of next-generation leaders as they relate to sustainability and CSR.
© 2016 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Section 10.1Changing Concepts of Leadership
Pretest Questions
1. The concept and meaning of leadership has remained relatively constant over time. T/F
2. Trait theories of leadership opened the door for leadership training. T/F
3. Waste reduction and social equity have always been the concerns of corporate
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Answers can be found at the end of the chapter.
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Every generation defines and redefines the concept of leadership as it faces the challenges
of its era. Certainly, some time periods provide more material and opportunity for reflection
than others. For example, in 1862, as the fractured United States fought the Civil War, Presi-
dent Abraham Lincoln said, “The dogmas of the quiet past are inadequate to the stormy pres-
ent. The occasion is piled high with difficulty and we must rise with the occasion. As our case is
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Part of Lincoln’s legacy stemmed from his ability to “think and act anew.” While the issues
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ing socially responsible and sustainable organizations. The opportunity to make the future
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lenges that we address in this chapter. After reviewing the history of leadership, we describe
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10.1 Changing Concepts of Leadership
This text has discussed critical concepts of sustainability and stewardship. Both are important
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© 2016 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Section 10.1Changing Concepts of Leadership
Pretest Questions
1. The concept and meaning of leadership has remained relatively constant over time. T/F
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3. Waste reduction and social equity have always been the concerns of corporate
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of its era. Certainly, some time periods provide more material and opportunity for reflection
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dent Abraham Lincoln said, “The dogmas of the quiet past are inadequate to the stormy pres-
ent. The occasion is piled high with difficulty and we must rise with the occasion. As our case is
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Part of Lincoln’s legacy stemmed from his ability to “think and act anew.” While the issues
facing our globalized world significantly differ compared to the 1800s, some themes remain
the same: When it comes to issues like CSR and sustainability, it seems necessary for brave
people to think and act anew. This chapter examines how the next generation of leaders can
begin this process. If society is to face new problems in a novel way, completing such tasks is
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After reading this chapter, you should be able to:
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3. Describe the characteristics of next-generation leaders as they relate to sustainability and CSR.
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1. The concept and meaning of leadership has remained relatively constant over time. T/F
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3. Waste reduction and social equity have always been the concerns of corporate
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Every generation defines and redefines the concept of leadership as it faces the challenges
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This text has discussed critical concepts of sustainability and stewardship. Both are important
terms closely related to leadership. However, the concept of leadership and our expectations
for it have evolved over time, as all concepts do. In this section, we describe how concepts of
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the foundation for a deeper understanding of how leade ...
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After reading this chapter, you should be able to:
1. Identify how the concept of leadership has changed over time.
2. Summarize the challenges regarding sustainability and CSR that future leaders face.
3. Describe the characteristics of next-generation leaders as they relate to sustainability and CSR.
© 2016 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
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Pretest Questions
1. The concept and meaning of leadership has remained relatively constant over time. T/F
2. Trait theories of leadership opened the door for leadership training. T/F
3. Waste reduction and social equity have always been the concerns of corporate
leaders. T/F
Answers can be found at the end of the chapter.
Introduction
Every generation defines and redefines the concept of leadership as it faces the challenges
of its era. Certainly, some time periods provide more material and opportunity for reflection
than others. For example, in 1862, as the fractured United States fought the Civil War, Presi-
dent Abraham Lincoln said, “The dogmas of the quiet past are inadequate to the stormy pres-
ent. The occasion is piled high with difficulty and we must rise with the occasion. As our case is
new, so we must think anew and act anew” (as cited in Woolley & Peters, 2015).
Part of Lincoln’s legacy stemmed from his ability to “think and act anew.” While the issues
facing our globalized world significantly differ compared to the 1800s, some themes remain
the same: When it comes to issues like CSR and sustainability, it seems necessary for brave
people to think and act anew. This chapter examines how the next generation of leaders can
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not easy, but it is essential.
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lenges that we address in this chapter. After reviewing the history of leadership, we describe
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Leadership Contingency Theory
Research shows that both leadership traits and leadership behavior are important for leadership effectiveness, supporting the practice of selecting leaders with an emphasis on traits and training leaders with an emphasis on behavior.14 Both the trait theory and the behavior theory of leadership were attempts to identify the one best leader and the one best style for all situations. By the late 1960s, it had become apparent that there is no such universal answer. Leadership contingency theory holds that the most appropriate leadership qualities and actions vary from situation to situation. Effectiveness depends on leader, follower, and situational factors. Forces in the leader include personal values, feelings of security, and confidence in subordinates. Forces in the follower include knowledge and experience, readiness to assume responsibility, and interest in the task or problem. Forces in the situation include organizational structure, the type of information needed to solve a problem, and the amount of time available to make a decision.15
Matching the Qualities of Leaders, the Characteristics of Followers, and the Nature of the Situation
In the past 60 years, more than 65 classification systems have been developed to define the dimensions of leadership, and more than 15,000 books and articles have been written about the elements that contribute to leadership effectiveness. The usual conclusion is that the answer depends on leader, follower, and situational variables. A leader in a bank and a leader on the farm will need different interests, values, and skills. Experienced followers and new followers will have different leadership needs. Situational factors include the job being performed, the culture of the workplace, and the urgency of the task.
No single element explains why leadership takes place. Leadership results when the ideas and deeds of the leader match the needs and expectations of the followers in a particular situation. The relationship between General George Patton, the U.S. Third Army, and the demands of World War II resulted in leadership; however, the same General Patton probably would not have much influence on the membership and goals of a PTO meeting today. Even if there were agreement about goals, disagreement over style probably would interfere with the leadership process.
A modern example of matching the qualities of the leader, the characteristics of followers, and the nature of the situation is Nelson Mandela, the first black president of South Africa.16 A negative example, but one of historic significance, is that of Adolf Hitler, the German people, and the period 1919 to 1945:
Hitler generated his power through the skillful use of suggestion, collective hypnosis, and every kind of subconscious motivation that the crowd was predisposed to unleash. In this way, the people sought out Hitler just as much as Hitl.
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Deborah Hill
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Discussion is often heard concerning the downward spiral of modern organizations due to inadequate,
uninspired leadership; hence, it is imperative to continue to focus attention on the many various theories
of leadership that have been employed throughout history. It is crucial to place exceptionally talented,
knowledgeable leaders in positions of prominence in modern organizations in order to expect and ensure
optimum success. “Leadership is one of the most widely talked about subjects and at the same time one of
the most elusive and puzzling” (Wren, 1995, p. 27). As the notion of exemplary leadership is advanced,
the challenge is to find ways to teach people how to become prestigious, creative leaders in today's
challenging business society. In striving to accomplish this goal, a succinct review of the history of
leadership theory will be analyzed and synthesized, providing an in-depth exploration of leaders past and
present. “There are almost as many different definitions of leadership as there are persons who have
attempted to define the concept” (Bass, 1990, p.11). Leadership has been described “in essence, a
process: a series of actions and interactions among leaders and followers which lead to the attainment of
group goals” (Wren, 1995, p. 325). In an effort to thoroughly comprehend the different theories reviewed,
this article will focus on the theories of leadership and define strategies that will maintain a collaborative
working relationship and respectful team environment in a group setting.
HISTORICAL PERSPECTIVE OF LEADERSHIP
Bass cites that "great leaders were important in the development of civilized societies” (Bass, 1990,
p.3). Attention also was focused on civilization and the emergence of leadership, with its ability to shape
leaders and leaders who had the same ability to shape civilization. Throughout the centuries, attention has
been called to the development of good leaders.
One of the earliest recorded leadership reports describes the plight of Moses.
“Time and again, Moses demonstrated leadership traits that are highly prized today. Because we live
in the information age, where ‘facts’ evolve daily and the global marketplace is constantly shifting
beneath our feet, the skills Moses used to lead his people through the wilderness are extremely relevant:
being flexible, thinking quickly, sustaining the confidence of your people in uncertain times, and creating
rules that work for individuals from widely diverse backgrounds” (Baron, 1999, p. xiv-xv).
Journal of Management Policy and Practice vol. 15(2) 2014 97
In addition, Chinese history states that under the leadership of Confucius, a moral example was set.
Plato expressed the idea that the leader was the most important person in government. Aristotle advanced.
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From the weekly readings and e-Activity, analyze the key influences that the theoretical and practical aspects of public leadership may exert upon a public leader’s performance. Provide two (2) examples of these influences to support your response.
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From the weekly readings and e-Activity, predict two to three (2-3) challenges that public leaders will face regarding the future of public leadership. Provide a rationale response.
Readings:
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Leadership Theories
For decades, leadership theories have been the source of numerous studies. In reality as well as in practice, many have tried to define what allows authentic leaders to stand apart from the mass! Hence, there as many theories on leadership as there are philosophers, researchers and professors that have studied and ultimately published their leadership theory. A great article to read before diving into the theories is the
The Philosophical Foundations of Leadership
Theories are commonly categorized by which aspect is believed to define the leader the most. The most widespread one's are:
Great Man Theory
,
Trait Theory
,
Behavioural Theories
,
Contingency Theories
,
Transactional Theories
and
Transformational Theories
.
Leadership Theories
Great Man Theory (1840s)
The Great Man theory evolved around the mid 19th century. Even though no one was able to identify with any scientific certainty, which human characteristic or combination of, were responsible for identifying great leaders. Everyone recognized that just as the name suggests; only a man could have the characteristic (s) of a great leader.
The Great Man theory assumes that the traits of leadership are intrinsic. That simply means that great leaders are born...
they are not made. This theory sees great leaders as those who are destined by birth to become a leader. Furthermore, the belief was that great leaders will rise when confronted with the appropriate situation. The theory was popularized by Thomas Carlyle, a writer and teacher. Just like him, the Great Man theory was inspired by the study of influential heroes. In his book "On Heroes, Hero-Worship, and the Heroic in History", he compared a wide array of heroes.
In 1860, Herbert Spencer, an English philosopher disputed the great man theory by affirming that these heroes are simply the product of their times and their actions the results of social conditions.
Trait Theory (1930's - 1940's)
The trait leadership theory believes that people are either born or are made with certain qualities that will make them excel in leadership roles. That is, certain qualities such as intelligence, sense of responsibility, creativity and other values puts anyone in the shoes of a good leader. In fact,
Gordon Allport
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The trait theory of leadership focused on analyzing mental, physical and social characteristic in order to gain more understanding of .
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Personality/Leadership Linkage
There is a link between an individual’s personality and the leadership style with which individuals are most comfortable and therefore more likely to use. The connection between personality and leadership style has been well noted by several researchers and leadership specialists (Bass, 2000, 2008; Pillai, Schriesheim, & Williams, 1999; de Charon, 2003).
It is important to understand your natural leadership style…so you can capitalize on your natural leadership strengths (or be aware of and address your natural weaknesses) for your career development, self-fulfillment and success at the workplace.
Journal of Leadership Education Volume 8, Issue 2 – Fall 2009 114
The 16 personality types created by Myers and Briggs (Myers & McCaulley, 1985) and adapted by Keirsey and Bates (1984) are a combination of:
EI (extroversion or introversion)
EI are ways in which people gather energy. E types are people who recharge when they are around people. I types are those who need solitude to re-energize.
SN (sensing or intuition)
S types are those who thrive on facts and Ns are those who tend to make decisions based on hunches.
TF (thinking or feeling)
T types are logical and objective in the decisions they make and Fs are more subjective and take things personally.
PJ (perceiving or judging).
Ps like to keep their options open and Js prefer deadlines.
No type is better than the other. They are all just ways in which we interact with the world and make decisions. Understanding these differences can, however, provide insights.
Being a Leader
Everyone, at some time in life, is asked to be a leader, whether to lead a classroom discussion, coach a children’s soccer team, or direct a fund-raising campaign. Many situations require leadership. A leader may have a high profile (e.g., an elected public official) or a low profile (e.g., a volunteer leader in Big Brothers Big Sisters), but in every situation there are leadership demands placed on the individual who is the leader.
Being a leader is challenging, exciting, and rewarding, and carries with it many responsibilities. This chapter discusses different ways of looking at leadership and their impacts on what it means to be a leader.
DEFINING LEADERSHIP
At the outset, it is important to address a basic question: What is leadership? Scholars who study leadership have struggled with this question for many decades and have written a great deal about the nature of leadership (Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990; Conger & Riggio, 2007). In leadership literature, more than 100 different definitions of leadership have been identified (Rost, 1991). Despite these many definitions, a number of concepts are recognized by most people as accurately reflecting what it is to be a leader.
INTRODUCTION TO LEADERSHIP
Leadership has long intrigued humankind and has been the topic of extensive literature for centuries. The earliest writings include philosophies of leade.
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