This document discusses concepts of leadership, power, and authority. It defines different leadership styles such as transformational and transactional, and examines early theories of leadership like great man theories and traits theories. The document also outlines different bases of formal and personal power that leaders can utilize, including coercive, reward, legitimate, referent, and expert power. It emphasizes that effective leaders empower others in the organization rather than act in an unethical or abrasive manner. Overall, the key ideas are that leadership requires power, and leaders gain influence through expertise, empowering employees, and focusing on organizational goals rather than personal interests.

1. Submitted : Dr. EDWIN B.R. GBARGAYE
COURSE Lecturer/Facilitator
AUGUST 22, 2013

2. Reporters
1.MICHAEL S.WOODS
2.EMMANUEL S. NANOON
3.SELBATU SEKOU

3. ‘Photo courtesy of Google
images. All other intellectual
property rights belong to
Google and/or third parties

4. Leadership is about
leading people. Power
means many different
things to different people.
For some, power is seen as
corrupt. For others, the
more power they have, the
more successful they feel.
For even others, power is of
no interest at all.

5.  Is simply defined as the actions of leading a
group of people or organization.
 Leadership is the art of getting people to do
something because they want to do it. (Sal F.
Marino) 1936
Leadership Defined:
 Peter Druker is quoted as saying,
the leader who work most
effectively, it seems to me, never
say “I.” And that is not because
they have trained themselves not
to say “I.” They don’t think “I.”
They think “we”; they think
“team.”
Source: Matias Eusterbrock

6. LEADERSHIP STYLE
According to Norman H. Schwarzkopf, a German
Nazi’s General in 1936, “he said leadership is the
combination of strategy and character.”
Strategy & Character
Source: Annalee Newitz

7. Leadership Styles :
The two most commonly
seen and leadership styles are:
 Transformational Leadership
 Transactional Leadership
Transactional leadership is more effective
in stable and predictable environments,
whereas an inspirational style is more likely
to appear in periods of rapid
and discontinuous social and political change.
Source: The Moscow Times

8. Transactional VS. Transformational
TRANSFORMATIONAL LEADER TRANSACTIONAL LEADER
This concept was introduced by James
Burns in 1978 in his description of
political leader.
This type of leadership is more
managerial in nature.
He described it as a process in which
“leaders and followers help each other
to advance to a higher level of morale
and motivation.”
Staff “obey” the leader and in return
are paid.
They have little or no say in their
reward except that which is determined
by the leader.
They are also subject to punishment if
tasks are not carry on correctly.
The opportunity for creativity, self
development and expression is

9. Leadership Styles :
As well as looking at these, we also examine:
Autocratic Democratic
Bureaucratic Laissez Faire
Charismatic Task Oriented

10. OTHER TYPES OF LEADERSHIP STYLES
Autocratic: Adapt a dictatorial approach when
allocating task.
Bureaucratic: Follow rules and procedures to the
letter and without deviation.
Charismatic: Inspire and enthuse staff.
Democratic: Involve team member in decision
making but leader made the final decision.
Laissez Faire: Team has complete control over their
work or assignment.
Task Oriented: Ensure deadlines are met.

11. Early Theoretical
Assumption of Leadership

12. EARLY THEORITICAL ASSUMPTIONS OF LEADERSHIP
"GREAT MAN" THEORIES:
Great man theories assume that the capacity for leadership is
inherent – that great leaders are born, not made.
Interest in leadership increased
during the early part of the
twentieth century. Early
leadership theories focused on
what qualities distinguished
between leaders and followers,
While many different leadership
theories have emerged, most can
be classified as:

13. EARLY THEORITICAL ASSUMPTIONS OF LEADERSHIP
TRAITS THEORY:
Trait theories assume that
people inherit certain
qualities and traits that
make them better suited to
leadership. Trait theories
often identify particular
personality or behavioral
characteristics shared by
leaders.

14. EARLY THEORITICAL ASSUMPTIONS OF LEADERSHIP
CONTINGENCY THEORY:
Contingency theories of leadership focus on particular
variables related to the environment that might determine
which particular style of leadership is best suited for the
situation.

15. POWER &
AUTHORITY
Authority:
 Derived from the Latin word auctoritas, meaning influence,
or command.
In English
 Authority can be used to mean power given by the state (in
the form of Members of Parliament, Judges, Police Officers,
etc.) or by academic knowledge of an area (someone can be
an authority on a subject).
http://irnmike.blogspot.com

16. AUTHORITY & POWER CONTINUES
 Authority is often used interchangeably
with power. However, their meanings differ
 power is defined as "the ability to influence
somebody to do something that he/she
would not have done“
 Authority refers to a claim of legitimacy,
the justification and right to exercise that
power.
 With authority comes power. The two go
hand in hand. If you have authority but no
power, you cannot expect to be respected
or even acknowledged as an authority
figure. To have power without authority is
pointless. Even if you show dominance and
power, it does not mean that you have the
respect or the ability to enforce.

17. BASES OF POWER
There are five bases of power that can be divided
into two:
• Power of position (President,
CEO)
• vested by the position he or
she holds.
Formal
• Influence over others,
• the source of which resides in the
person
Personal

18. Formal Power
COERCIVE POWER
This power is conveyed through fear of losing one’s job, being
demoted, receiving a poor performance review,, etc. Forma
REWARD POWER Reward power is conveyed through rewarding
individuals for compliance with one’s wishes. This may be done
through giving bonuses, raises, a promotion, extra time off from
work, etc. For example, the supervisor who provides employees
comp time when they meet an objective she sets for a project.
Legitimate power comes from having a position power within an
organization, such as being the boss or a key member of a leadership
team. This power comes when employees in the organization
recognize the authority of the individual. For example, the CEO who
determines the overall direction of the company and the resource
needs for the company.

19. Personal Power
Referent power
is based upon the individual's personal
qualities, such as innate charisma, the
respect and admiration.
Expert power
comes from one’s experiences, skills or
knowledge. As we gain experience in particular
areas, and become thought leaders in those
areas, we begin to gather expert power that can
be utilized to get others to help us meet our
goals. For example, the Project Manager who is
an expert at solving particularly challenging
problems to ensure a project stays on track.

20. To sum up, the presentation
reveals how leaders gain and use
power in ethical ways within the
context of organization. Leaders
who work to increase their
personal power, persuasiveness,
and expertise will enhance their
effectiveness.
SUMMARY

21. The concepts of power and leadership have been and
will continue to be interconnected. While an individual
may exert power without being a leader, an individual
cannot be a leader without having power.

22. Effective leaders do not engage in unethical conduct nor display the
characteristics associated with an abrasive personality, which would cause
them to under-utilize the talents of their employees. Effective leaders
increase their personal power by empowering others in the organization.

23. If leaders exercise authority over others with sensitivity, avoid
dominating or threatening them, and rely on their expertise and
personality to influence them, they can enhance their
effectiveness.

25. REFERENCE
1.Brown, L.D. (1986). Power outside organizational
paradigms. Lessons from community partnerships. In S.
Srivastva & Associates
2.(Eds.), Executive power: How executives influence
people and organizations. San Francisco: Jossey-Bass.
3.Cangemi, J. (1992). Some observations of successful
leaders, and their use of power and authority. Education,
112, 499-505.
4.Etzioni, A. (1978). Comparative analysis of complex
organizations. In D. Hampton, C. Summer, & R. Weber
(Eds.),