Final Paper
LEAS 830 – Leadership in Theory and Practice
Dr. Ray Dudley
ray.dudley@ucumberlands.edu
Theory and Practice Seventh Edition
LEADERSHIP
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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Leadership in Theory & Practice
| Instructor | Dr. Ray Dudley |
| Office Hours | By appointment – email for appointment |
| ray.dudley@ucumberlands.edu | |
| Class Day | Wednesday |
| Class Time | 8:00 PM – 9:30 PM EST |
| Class Type | Online Hybrid/Synchronous |
| Text | Northouse, P. G. (2018). Leadership theory and practice, seventh edition. Thousand Oaks, CA: Sage Publications, Inc. ISBN#9781506362311 |
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Course Description
In this home-based project, the student applies adult learning theories and leadership principles to an initiative within the student’s home institution or in an educational setting approved by the instructor. The course culminates in a written project that assesses the types of learning and or leadership models used in the leadership initiative, as well as the outcome(s).
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Objectives
Students will address a leadership initiative in an educational or human resource development unit or institution.
Students will identify and assess the types of learning and leadership models used in the leadership initiative.
Students will write an analysis of the leadership initiative.
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Paper Format (consult UC Dissertation Handbook)
Title Page
Chapter I. Introduction
Present purpose, roadmap and short summary on the importance of your topic and a short summary of the results
Chapter II. Literature Review
Summarize the information and data from your references
Chapter III. Analysis and Findings
Provide your own analysis of your topic anchored in fact and reason
Chapter IV. Summary, Discussion, and Implications
Summarize the meaning of your analysis
Reference Page
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Course Schedule
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Introduction
Chapter 1
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Overview
Importance of Leadership
Leadership Defined
Ways of conceptualizing leadership
Definition and components
Leadership Described
Trait (innate) vs. Process (everyone)
Assigned (title) vs. Emergent (influential)
Leadership and power
Leadership and coercion
Leadership and management
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Evolution of Leadership Definitions
1900-1929 – Control and centralization of power
1930s – Trait approach
1940s – Group approach
1950s – Continuance of Group theory, shared goals, and effectiveness
1960s – Leadership as behavior
1970s – Organizational behavior
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Evolution (cont’d)
1980s – Explosion of research
Leader’s will
Influence
Traits
Transformation
21st century – Complexity of leadership
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Conceptualizing Leadership
Some definitions view leadership as:
Focus of group processes
Personality perspective
Act or behavior
Power relationship between leaders and followers
Transformational process
Skills perspective
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Leadership Defined
LEADERSHIP
is a process whereby an individual influences a group of individuals to achieve a common goal.
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Components Central to Leadership
Leadership
Is a process
Involves influence
Occurs within a group context
Attends to common goals
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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Leadership Described
Trait vs. process
Assigned vs. emergent Leadership
Leadership and power
Leadership and coercion
Leadership and management
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Trait Leadership
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Certain individuals have special innate characteristics or qualities that differentiate them from non-leaders.
Reside in select people
Restricted to those with inborn talent
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Process 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
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Assigned vs. Emergent Leadership
Assigned
Leadership based on occupying a position within an organization
Team leaders
Plant managers
Department heads
Directors
Emergent
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
Seeking others’ opinions
Being firm but not rigid
Affected by personality and gender
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Leadership & Power
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Power is capacity or potential to influence
Ability to affect others’ beliefs, attitudes, and actions
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Bases of Social Power
According to French and Raven (1959):
Referent: ability to influence a follower due to the follower’s loyalty, respect, and admiration toward the leader
Expert: ability to control others through power of knowledge
Legitimate: ability to exert influence through requests or demands deemed appropriate by virtue of their role and position
Reward: ability to influence others due to one’s control over desired resources
Coercive: ability to control others through fear of punishment or loss of valued outcomes
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Leadership & Power
Position Power
derived from office or rank in an organization
Legitimate
Reward
Coercive
Personal Power
influence derived from being seen as likeable and knowledgeable
Referent
Expert
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Leadership & Coercion
Coercion involves:
Use of force to affect change
Influencing others to do something by manipulating rewards and penalties in work environment
Use of threats, punishments, and negative rewards
Examples of coercive leaders:
Adolf Hitler
Jim Jones
Others?
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Leadership & Management Kotter (1990)
Management
Produces order and consistency
Planning and budget
Organize and staffing
Controlling and solving problems
Leadership
Produces change and movement
Establishing direction
Aligning people
Motivating/inspiring
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