2 Questions MAN4120

Chapter 1: Introduction

 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

The Evolution of Leadership Definitions

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

 1980s – Explosion of research

- Leader’s will

- Influence

- Traits

- Transformation

The Evolution of Leadership Definitions

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

The Evolution of Leadership

 21st century – The process of leadership

- Authentic leadership

- Spiritual leadership

- Servant leadership

- Adaptive leadership

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Leadership

a process whereby an individual

influences a group of individuals

to achieve a common goal.

Leadership Defined

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

 Leadership based on occupying a position within an organization  Team leaders  Plant managers  Department

heads  Directors

Assigned vs. Emergent Leadership

 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  Affected by personality and gender

Assigned Emergent

Leadership & Power

 The capacity or potential to influence.

 Ability to affect others’ beliefs, attitudes, & actions

 Referent

 Expert

 Legitimate

 Reward

 Coercive

 Information

Power Bases of Social Power

Power is a relational concern for both leaders and followers.

French & Raven (1959), Raven (1965)

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

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, & negative rewards

 Adolf Hitler

 Jim Jones

 Taliban leaders

Coercion Involves Examples of Coercive Leaders

Power & restraint used to force followers to engage in extreme

behavior

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Leadership & Management, Kotter (1990)

Management Activities

Leadership Activities

“Produces order and consistency”

• Planning & Budgeting

• Organizing & Staffing

“Produces change and movement”

• Establishing direction

• Motivating/Inspiring

Major activities of management & leadership are played out differently; BUT, both are essential

for an organization to prosper.

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Leadership & Management Zaleznik (1977)

Managers Unidirectional Authority

Leaders Multidirectional Influence

 Are reactive

 Prefer to work with people solving

 Have 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

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.