1. L EADERSHIP (BUS426) Chapter 1 – Introduction Tutor: Dr Nailah Ayub www.ayubsmaterial.weebly.com Northouse, 6 th edition

2. W HAT IS LEADERSHIP? Individuals: A way to improve personal, social, and professional lives Corporations: Leaders bring special assets to their organizations Academia: Leadership studies

3. R ESEARCH ON L EADERSHIP Leadership is a trait, a behavior, information- processing, or relational process Use qualitative and quantitative methods Many contexts: small groups, therapeutic groups, large organizations 200 different definitions for leadership between 1900-1990 Conclusion : Leadership is a complex process having multiple dimensions

4. 1900-1929 Emphasized control and centralization of power A common theme of domination Defined: the ability to impress the will of the leader on those led and induce obedience, respect, loyalty, and cooperation

5. 1930 S Focus on traits Influence rather than domination Leadership is the interaction of an individual’s specific personality traits with those of a group While attitudes and activities of many are changed, the many also influence the leader

6. 1940 S Group Approach Leadership is the behavior of an individual while involved in directing group activities Persuasion, not ‘drivership’

7. 1950 S Three themes Group theory continues: Leadership is what leaders do Leadership is a relationship that develops shared goals: defined on the basis of leader behavior Effectiveness : Leadership is the ability to influence overall group effectiveness Leadership as behavior continues Leadership is ‘ acts by persons which influence other persons in a shared direction ’ 1960 S

8. 1970 S Organizational Behavior Approach : Leadership is ‘initiating and maintaining groups or organizations to accomplish group or organizational goals’ “Leadership is the reciprocal process of mobilizing by persons with certain motives and values, various economic, political, and other resources, in a context of competition and conflict, in order to realize goals independently or mutually held by both leaders and followers.”

9. 1980 S Focus: Nature of leadership Themes Do as the leader wishes Influence (non-coercive) Traits Transformation (Leadership is when one or more persons engage with others in such a way that leaders and followers raise one another to high levels of motivation and morality ) 1990 S - I NTO THE 21 ST CENTURY Debate over leadership versus management

10. C ONCEPTUALIZING L EADERSHIP 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 Some definitions view leadership as: 65 different classification systems in 60 years

11. L EADERSHIP D EFINED Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.

12. C OMPONENTS C ENTRAL TO THE P HENOMENON OF L EADERSHIP Is a process Involves influence Occurs within a group context Involves goal attainment Leadership Leaders  Are not above followers  Are not better than followers  Rather, an interactive relationship with followers

13. 1: I S A PROCESS Not a trait that resides within the leader A transactional event between the leader and the followers Leader is also affected by the followers Not a linear, one-way events but an interactive event Not restricted to the formally designated leader in a group, but is available to everyone

14. 2: I NVOLVES INFLUENCE Concerned with HOW the leader affects followers Groups are the context influence group of individuals who have a common purpose Of any size: small task group, a community group, large group or an entire organization 3: O CCURS IN GROUPS

15. 4: A TTENDS COMMON GOALS Achieve something together Have a mutual purpose Ethical overtone: need to work with the followers Although leaders and followers are closely linked Leaders initiate the relationship Create the communication linkage Carry the burden of maintaining the relationship Ethical responsibility to attend to the needs of the followers

16. LEADERSHIP  Trait vs. Process Leadership  Assigned vs. Emergent Leadership  Leadership & Power  Leadership & Coercion  Leadership & Management

17. T RAIT VS. P ROCESS L EADERSHIP Certain individuals have special innate or inborn characteristics or qualities that differentiate them from non-leaders. Leadership is a property or set of properties possessed in varying degrees by different people. Resides in select people Restricted to those with inborn talent Trait definition of leadership: LEADER FOLLOWERS Leadership Height Intelligence Extroversion Fluency Other Traits

18. T RAIT VS. P ROCESS L EADERSHIP Leadership is a phenomenon that resides in the context of the interaction between leaders and followers and makes leadership available to everyone Observed in leadership behaviors Can be learned The process definition of Leadership: LEADER Leadership (Interaction) FOLLOWERS

19. A SSIGNED VS. E MERGENT L EADERSHIP Leadership based on occupying a position within an organization Team leaders Plant managers Department heads Directors Not always the ‘real’ leaders how group members respond to someone 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 Assigned Emergent

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

21. L EADERSHIP & P OWER

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

23. L EADERSHIP & C OERCION Use of force to effect change (against will) Influencing others to do something via manipulation of rewards and penalties in the work environment Use of threats, punishments, & negative rewards Coercion Involves

24. L EADERSHIP & M ANAGEMENT K OTTER (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 Major activities of management & leadership are played out differently; BUT, both are essential for an organization to prosper.

25. Major activities of management and leadership are played out differently; BUT, both are essential for an organization to prosper. L EADERSHIP & M ANAGEMENT K OTTER (1990)

26. L EADERSHIP & M ANAGEMENT Managers Unidirectional Authority Leaders Multidirectional Influence Are reactive Prefer to work with people on problem solving Low emotional involvement Are emotionally active & involved Shape ideas over responding to them Act to expand available options Change the way people think about what is possible