The document provides an overview of the history and definitions of leadership from the 1950s to the 1990s. It discusses how leadership has been defined as a personality, an exercise of influence, a function of behavior, and a means of achieving goals. It also describes the nature of leadership as both an art and a science. Leadership in organizations involves processes that contribute to developing and achieving organizational purpose while addressing various demands. Effective organizational leadership helps subunits achieve their purposes within the larger system.

1. College of Arts and Sciences
University Utara Malaysia
Course Name:
LEADERSHIP IN EDUCATION
Course Code:
SGDU5024
Lecturer:
Dr. Ismail Hussein Amzat
Week 1-2

2. Leadership History
• The term connotes images of powerful,
dynamic persons who command victorious
armies, direct corporate empires from top……
• It starts with:
– Military
– Political
– Religious
– Social leaders

3. Leadership History
• The birth of scientific research on leadership:
– Leadership effectiveness
– Behavioral:
• Traits
• Abilities
• Source of power
• Situation

4. Defining leadership
Scholars and other writers have offered
more than 350 definitions of the term
leadership’ and concludes that leadership
‘is one of the most observed and least
understood phenomena on earth.

5. Defining Leadership:
In 50s:
•Leadership is:
– the behavior of an individual
– directing the activities of a group toward a shared goal
(Hemphill & Coons, 1957).
In 60s:
•Leadership is:
– a particular type of power relationship characterized by a
group member’s perception
– prescribing behavior patterns regarding his activity as a
group member (Janda, 1960).
(cited byYukl,1989)

6. Defining Leadership:
In 60s
•Leadership is:
– interpersonal influence exercised in a situation
– directed through communication process to attain a
specified goal or goals (Tannenbaum, Weschler, &
Massarik, 1961).
In 70s
•Leadership is:
– an interaction between persons
– presenting convincing information to others about the
outcomes (Jacobs, 1970).
(cited byYukl,1989)

7. Defining Leadership:
• Leadership is:
– The initiation and maintenance of structure in expectation
and interaction (Stogdill, 1974).
• Leadership is
– the influence increment over and above mechanical
compliance with the routine directives of the organization
(Katz & Kahn, 1978).
In 80s
• Leadership is:
– The process of influencing the activities of an organized
group toward goal achievement (Rauch & Behling, 1984).
(cited byYukl,1989)

8. Defining Leadership:
– as a process that includes influencing the task objectives
and strategies of a group or organization,
– influencing people in the organization to implement the
strategies and achieve the objectives,
– influencing group maintenance and identification,
– influencing the culture of the organization’ (Yukl and Van,
1981).
In 90s
– a process of social influence in which one person can
enlist the aid and support of others in the accomplishment
of a common task“ (Chemer, 1997).

9. Defining Leadership
– the process of moving a group (or groups) of people in
some direction through (mostly) noncoercive means
(Kotter,1988).
– the leader is one who mobilizes others toward a
goal shared by leaders and followers (Wills,1994).
– a process to move a group towards goal setting and goal
achievement and can be learned (Bernhard
&Walsh,1995).
– as discovering the way ahead and encouraging and
inspiring others to follow,
– it involves the spirit, personality and vision (Stewart,1996)

10. Understanding Leadership
• Overall, leadership was defined as:
– (a) personality or effectiveness of personality,
– (b) the exercise of influence,
– (c) a function of a set of acts or behavior
– (d) a form of persuasion,
– (e) a power of relationship,
– (f) an instrument of goal achievement,
– (g) an effective interaction,
– (h) a differentiated role,
– (i) the initiation of structure
(Stogdill, 1974)

11. The Nature of Leadership
• Leadership is both an art and a science.

12. The Nature of Leadership
• Leadership is an art because many of the
leadership skills and qualities required
cannot be learned and a science because
there is a growing body of knowledge that
describes the leadership process.

13. The Nature of Leadership in Organizations
• Organizational leadership involves:
– processes and proximal outcomes (such as
worker commitment) that contribute to the
development and achievement of organizational
purpose.
• Leadership in organization changes as a function of
such variables: organizational level, organizational
structure, environmental complexity, and cultural
and societal parameters.

14. The Nature of Leadership in Organizations
• It suggest seven fundamental performance
necessities in the life space of organizational
leaders:
– cognitive,
– social,
– personal,
– political,
– technological,
– financial,
– staffing demands
– requirements that define the nature of organizational
leadership work.

15. Leadership and Organizational Purpose
• To help organizational subunits to achieve the purposes for
which they exist within the larger system.
• Organizational purpose is operationalized as a direction for
collective action.
• Leadership processes are directed at:
– defining,
– establishing,
– identifying,
– translating this direction for their followers
– facilitating or enabling the organizational processes that should
result in the achievement of this purpose.

16. The 10 Commandment of Leadership in
Organizations
1. Search out challenging opportunities to change, grow, innovate, and
improve.
2. Experiment, take risks, and learn from the accompanying mistakes.
3. Envision an uplifting and ennobling future.
4. Enlist others in a common vision by appealing to their values, interests,
hopes and dreams.
5. Foster collaboration by promoting cooperative goals and building trusts.
6. Strengthen people by giving power away, providing choice, developing
competence, assigning critical tasks, and offering visible support.
7. Set the example by behaving in ways that are consistent with shared
values.
8. Achieve small wins that promote consistent progress and build
commitment.
9. Recognize individual contributions to the success of every project.
10.Celebrate team accomplishments regularly (p. 18).
(Kouzes & Posner, 1995 and Ricketts, J. C &Rudd, R. D, 2002)

17. Question
Are schools organizations or communities?

18. Answer
As a community:
…we create our social lives with others who
have intention similar to ours.
As an organization:
…in organization, relationships are
constructed for us by others and become
codified into system of hierarchies, roles and
role expectations.
Sergiovanni (1994)