Leadership Theory & Practice PDF

Chapter 1: Introduction CLS 161: Leadership Development Slides modified by Dr Dari Alhuwail. Image copyrights remain with their original creators. Northouse, Leadership, 9th edition. © SAGE Publications, 2021.  Introduction (1 of 2) Corporations want unique le...

Chapter 1: Introduction CLS 161: Leadership Development Slides modified by Dr Dari Alhuwail. Image copyrights remain with their original creators. Northouse, Leadership, 9th edition. © SAGE Publications, 2021.  Introduction (1 of 2) Corporations want unique leaders. – who can bring special assets to their organizations Research supports various leadership approaches. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 2  Introduction (2 of 2) Leadership is a complex process with multiple dimensions. Four ways to view leadership. 1. A personality trait. 2. A behavior. 3. An information-processing perspective. 4. A relational standpoint. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 3  Leadership Defined (1 of 6) Leadership has a subjective definition –Each individual intuitively defines for themselves. Has resulted in a distinct lack of consensus. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 4  Leadership Defined (2 of 6) Ways of Conceptualizing Leadership (1 of 2). 1. Focus of group processes: Bass’s scheme of leadership, in which the leader embodies the will of the group and is the center of group change. 2. Personality perspective: Maintains leadership is a combination of innate traits and characteristics. 3. Act (behavior) perspective: Leadership is defined by the things leaders do to bring about change. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 5  Leadership Defined (3 of 6) Ways of Conceptualizing Leadership (2 of 2). 4. Power relationship: The power of leaders to effect change in followers, which is used to define leadership in some perspectives. 5. Transformational process: A view of leadership that moves followers to accomplish more than is usually expected of them. 6. Skills perspective: A viewpoint which stresses the learnable capabilities that make effective leadership possible. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 6  Leadership Defined (3 of 6) Leadership: A process whereby an individual influences a group of individuals to achieve a common goal. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 7  Leadership Defined (4 of 6) Definition and Components (1 of 3). Central components of leadership: 1. It is a process. 2. It involves influence. 3. It occurs in groups. 4. It involves common goals. Process: Leadership is not a trait or characteristic of the leader, but a transactional event between a leader and followers. –Leadership is not linear but interactive, which makes it available to everyone in a group. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 8  Leadership Defined (5 of 6) Definition and Components (2 of 3). Influence: How the leader affects followers and communication. Groups: The context in which leadership takes place. Common goals: Achievements pursued together. –Common: Leaders and followers have a mutual purpose. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 9  Leadership Defined (6 of 6) Definition and Components (3 of 3). Leaders: People who engage in leadership. Followers: Those toward whom leadership is directed. Leaders typically initiate leader–follower relationships, create communication linkages, and bear the burden of maintaining the relationship. –Leaders have an ethical responsibility to attend to needs and concerns of followers. –It should be stressed that leaders are not better than followers; it is a relationship dynamic and not a value judgment. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 10  Leadership Described (1 of 19) Trait Versus Process Leadership. –Those with a trait perspective believe in “born leaders” or “natural leaders.” –Suggests special innate characteristics or qualities make leaders. Some of these qualities include: Unique physical factors (such as height). Personality features (such as extraversion). Other characteristics (such as intelligence and fluency). Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 11  Leadership Described (1 of 19) Trait Versus Process Leadership. –Trait perspectives limit leadership to a select few with special, usually inborn, talents. –Process viewpoints suggest a more contextual definition of the leadership phenomenon. Makes leadership available to everyone. Stresses that leader behaviors can be observed and learned. Consistent with this text’s definition of leadership. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 12  Leadership Described (2 of 19) Assigned Versus Emergent Leadership (1 of 2). Assigned leadership: Leadership empowered by holding a formal position in an organization. Emergent leadership: Leadership based on the way other group members respond to them. –Becomes apparent over time and may not be accompanied by a difference in job title. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 13  Leadership Described (2 of 19) Five positive communication behaviors in emergent leaders: 1. Being verbally involved. 2. Being informed. 3. Seeking others’ opinions. 4. Initiating new ideas. 5. Being firm but not rigid. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 14  Leadership Described (3 of 19) Assigned Versus Emergent Leadership (2 of 2). Personality may also play a role in emergence with some traits more related to leadership emergence than others: –Highly dominant. –More intelligent. –More confident about their own performance (general self-efficacy). Gender-biased perceptions may impact emergence. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 15  Leadership Described (4 of 19) Leadership and Power (1 of 5). Power is the capacity or potential to influence. – Can sway others’ beliefs, attitudes, and courses of action. Influential individuals: – Judges. – Doctors. – Coaches. – Teachers. Commonly, people view leaders as individuals who wield power over others. – Often mistakenly thought of as synonymous with leadership. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 16  Leadership Described (5 of 19) Leadership and Power (2 of 5). Kellerman (2012). – Leaders’ power diminished. – Followers demand more from leaders. – Technology empowers followers by giving them access to information and making leaders more transparent. – One result is a decline in respect for leaders and their legitimate power. Volunteer leaders may engage more frequently in leadership behaviors than paid leaders. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 17  Leadership Described (6 of 19) Leadership and Power (3 of 5). French and Raven (1959). 1. Referent power: Based on followers’ identification and liking for the leader. 2. Expert power: Based on followers’ perceptions of the leader’s competence. 3. Legitimate power: Associated with status or formal authority. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 18  Leadership Described (7 of 19) Leadership and Power (4 of 5). 4. Reward power: Derived from the ability to provide rewards to others. 5. Coercive power: Derived from having the capacity to penalize or punish. 6. Information power: Derived from possessing desired/needed knowledge. Added as sixth basis by Raven (1965). Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 19  Leadership Described (8 of 19) Leadership and Power (5 of 5). Two major kinds of organizational power: – Position power: Includes legitimate, reward, coercive, and information power; derived from a particular office or rank in a formal organizational system. – Personal power: Includes referent and expert power; the influence capacity derived from being seen as likeable and knowledgeable. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 20  Leadership Described (9 of 19) Leadership and Coercion. Coerce: To influence others to do something against their will. –May include manipulating penalties and rewards. –Often associated with use of threats, punishment, and negative reward schedules. –Typically seen as a characteristic of the dark side of leadership. Coercion, bullying, and other tyrannical behaviors in concert are known as abusive supervision. Coercion not ideal. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 21  Leadership Described (10 of 19) Leadership and Morality. Subjective definition of great leader. – Some see leadership as having a moral dimension. – Others look at leadership independently of morality. Leadership debate – Neutral process: Not influenced by a value system that advances the common good. – Moral process: Guided and dependent on values that promote the common good. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 22  Leadership Described (11 of 19) Leadership and Morality: Leadership Is a Neutral Process (1 of 2). Believe that leadership can be employed by individuals with worthy intentions, but also by those seeking destruction. In this view, it is not controversial to describe Martin Luther King Jr. and Adolf Hitler alike as “great leaders” because they were both extremely effective in achieving their goals. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 23  Leadership Described (12 of 19) Leadership and Morality: Leadership Is a Neutral Process (2 of 2). In The Prince, Niccolo Machiavelli philosophized that leaders should concentrate on using power to achieve their goals, unburdened by the morality of the way by which they accomplish it. Most leadership definitions are morally neutral. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 24  Leadership Described (13 of 19) Leadership and Morality: Leadership Is a Moral Process (1 of 3). – A contrasting view about influencing others specifically to achieve a common good. – A morally influenced perspective  Adolf Hitler cannot be considered “great” leader as his intent dissatisfied common good. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 25  Leadership Described (14 of 19) Leadership and Morality: Leadership Is a Moral Process (2 of 3). – Burns (1978) claimed leaders are responsible for helping followers assess their values and needs to raise them to a level of functioning that allows them to practice values like liberty, justice, and equality. – Pseudotransformational leadership: A term coined by Bass to describe leaders who focus on their own goals; they are self-consumed, exploitive, and power-oriented and display warped moral values. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 26  Leadership Described (15 of 19) Leadership and Morality: Leadership Is a Moral Process (3 of 3). –Authentic leadership: An extension of transformational leadership which stresses that leaders do what is “right” and “good” for their followers and society. –Servant leadership: Makes altruism the central component of the leadership process and frames leadership around the principle of caring for others. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 27  Leadership Described (16 of 19) Leadership and Management (1 of 3). Involve common characteristics. –Influence. –Working with people. –Effective goal accomplishment. However, management is the modern product of industrialized society. –Primary functions: planning, organizing, staffing, and controlling. –Reduces organizational chaos, improving effectiveness and efficiency. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 28  Leadership Described (16 of 19) Leadership and Management (1 of 3). Kotter (1990) described their primary functions as near-opposites: –Management functions to provide order and consistency; they seek stability. –Leadership functions to produce change and movement; they seek adaptive/constructive change. –Both management and leadership are important: strong management alone can be stifling and bureaucratic, while strong leadership alone can be meaningless or misdirected change. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 29  Leadership Described (17 of 19) FIGURE 1.2 Functions of Management and Leadership Management Produces Order Leadership Produces Change and Consistency and Movement Planning and Budgeting Establishing Direction Establish agendas Create a vision Set timetables Clarify the big picture Allocate resources Set strategies Organizing and Staffing Aligning People Provide structure Communicate goals Make job placements Seek commitment Establish rules and procedures Build teams and coalitions Controlling and Problem Solving Motivating and Inspiring Develop incentives Inspire and energize Generate creative solutions Empower followers Take corrective action Satisfy unmet needs Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 30  Leadership Described (18 of 19) Leadership and Management (2 of 3). Bennis & Nanus (2007). Bennis and Nanus (2007) also contrasted the two: – Management accomplishes activities and masters routines. – Leadership influences others and creates visions for change. – “Managers are people who do things right and leaders are people who do the right thing.” Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 31  Leadership Described (18 of 19) Leadership and Management (2 of 3). Rost (1991) distinguished between the two concepts in directionality, methodology, and mission. –Leadership is a multidirectional influence relationship concerned with the process of developing mutual purposes; the focus is on creating real change. –Management is a unidirectional authority relationship directed towards getting a job done; the focus is on selling goods and services. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 32  Leadership Described (19 of 19) Leadership and Management (3 of 3). Simonet and Tett (2012) found competencies shared and distinct between the two: –Leadership is distinguished by intrinsic motivation, creativity, strategic planning, tolerance of ambiguity, and the ability to read people. –Management is distinguished by rule orientation, short-term planning, extrinsic motivation, orderliness, safety, and timeliness. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 33  Leadership Described (19 of 19) Leadership and Management (3 of 3). Zaleznik (1977) maintained that they are entirely different types of people: –Managers are reactive and prefer to work with people to solve problems but do so with low emotional involvement; they limit choices. –Leaders are emotionally active and involved in shaping ideas rather than responding to them; they expand choices. Northouse, Leadership, 9th edition. © SAGE Publications, 2021. 34