More Related Content Similar to Chapter 01 (20) Chapter 013. 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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Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
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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Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
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.