1. Chapter 1 - Introduction
Leadership
Chapter 1 - Introduction
Northouse, 4th edition

2. Overview Conceptualizing Leadership Leadership Definition
Components of the Definition
Followers & Leadership

3. Conceptualizing Leadership
Some definitions view leadership as:
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
A skills perspective
Leader at center of group change & activity – represents the “will” of the group
combo of special traits/characteristics - allows them to affect others to accomplish tasks.
3. Things leaders do that bring about change
4. Leaders have power and use it to cause change
5. In helping group members achieve their goals/meet needs

4. Leadership Leadership Defined
is a process whereby an individual influences a group of individuals to achieve a common goal.

5. Components Central to the Phenomenon of Leadership
Is a process
Involves influence
Occurs within a group context
Involves goal attainment
Leaders
Are not above followers
Are not better than followers
Rather, an interactive relationship with followers

6. LEADERSHIP DESCRIBED Trait vs. Process Leadership
Assigned vs. Emergent Leadership
Leadership & Power
Leadership & Coercion
Leadership & Management

7. Trait vs. Process Leadership
Trait definition of leadership:
Certain individuals have special innate or inborn characteristics or qualities that differentiate them from nonleaders.
Resides in select people
Restricted to those with inborn talent
LEADER
Height
Intelligence
Extroversion
Fluency
Other Traits
Leadership
FOLLOWERS

8. Trait vs. Process Leadership
The process definition of Leadership:
Leadership is a property or set of properties possessed in varying degrees by different people (Jago, 1982).
Observed in leadership behaviors
Can be learned
LEADER
Leadership
(Interaction)
FOLLOWERS

9. 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
Being informed
Seek other’s opinions
Being firm but not rigid

10. Leadership & Power The capacity or potential to influence. Referent
Bases of Social Power
French & Raven (1959)
Power
The capacity or potential to influence.
Ability to affect others’ beliefs, attitudes & actions
Referent
Expert
Legitimate
Reward
Coercive
Power is a relational concern for both leaders and followers.

11. Leadership & Power
Five Bases of Power

12. Leadership & Power Five Bases of Power
REFERENT POWER – Based on followers’ identification and liking for the leader.
ex. A schoolteacher who is adored by her students has referent power.
EXPERT POWER – Based on followers’ perceptions of the leader’s competence.
ex. A tour guide who is knowledgeable about a foreign country has expert power.
LEGITIMATE POWER – Associated with having status or formal job authority.
ex. A judge who administers sentences in the courtroom exhibits legitimate power

13. Leadership & Power Five Bases of Power
REWARD POWER – Derived from having the capacity to provide rewards to others.
ex. A supervisor who gives rewards to employees who work hard is using reward power.
COERCIVE POWER – Derived from having the capacity to penalize or punish others.
ex. A coach who sits players on the bench for being late to practice is using coercive power.

14. Leadership & Power Types and Bases of Power
Position Power
Personal Power
Power derived from office or rank in an organization
Legitimate
Reward
Coercive
Power is influence derived from being seen as likable & knowledgeable
Referent
Expert

15. Examples of Coercive Leaders
Leadership & Coercion
Coercion Involves
Examples of Coercive Leaders
Use of force to effect change
Influencing others to do something via manipulation of rewards and penalties in the work environment
Use of threats, punishments, & negative rewards
Adolf Hitler
Jim Jones
David Koresh
Power & restraint used to force followers to
engage in extreme
behavior

16. Leadership & Management Kotter (1990)
Activities
Leadership
Activities
“Produces order
and consistency”
“Produces change
and movement”
Planning & Budgeting
Organizing & Staffing
Controlling & Problem Solving
Establishing direction
Aligning people
Motivating / Inspiring
Major activities of management & leadership
are played out differently; BUT, both are essential
for an organization to prosper.

17. Leadership & Management Kotter (1990)
Major activities of management and leadership
are played out differently;
BUT, both are essential for an organization to prosper.

18. Leadership & Management Zaleznik (1977)
Managers
Unidirectional Authority
Leaders
Multidirectional Influence
Are emotionally active
& involved
Are reactive
Shape ideas over
responding to them
Prefer to work with
people on problem
solving
Act to expand
available options
Low emotional
involvement
Change the way people
think about what is
possible