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Leadership

Session2: Introduction

Northouse, 5th edition

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Overview

Conceptualizing Leadership

Leadership Definition

Components of the Definition

Followers & Leadership

Challenges of Leadership

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Defining Leadership

There are almost as many

definitions of Leadership as there

are persons who have attempted to

define the concept. (Stogdill, 1974)

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Conceptualizing Leadership

The focus of group processes

A personality perspective

An act or behavior

The power relationship between

leaders & followersAn instrument of goal achievement

A skills perspective

Some definitions view leadership as:

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Leadership Defined

Leadership

is a process whereby anindividual influences a group ofindividuals to achieve a

common goal.

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Components Central to thePhenomenon of Leadership

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

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Definitions of Leadership

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LEADERSHIP

DESCRIBED Trait vs. Process Leadership

Assigned vs. Emergent Leadership

Leadership & Power

Leadership & Coercion

Leadership & Management

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Trait vs. Process Leadership

Certain individuals

have special innate

characteristics orqualities that

differentiate them

from nonleaders.

Resides in select

people

Restricted to those

with inborn talent

Trait definition of leadership:

LEADER

FOLLOWERS

Leadership Height Intelligence Extroversion Fluency Other Traits

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Trait vs. Process Leadership

Leadership is aproperty or set of

properties possessed

in varying degrees by

different people (Jago,

1982).

Observed in leadershipbehaviors

Can be learned

The process definition of Leadership:

LEADER

Leadership

(Interaction)

FOLLOWERS

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Assigned vs. Emergent Leadership

Leadership based

on occupying a

position within anorganization

Team leaders

Plant managers

Department heads

Directors

An individual perceived by

others as the most influential

member of a group ororganization regardless of the

individuals title

Emerges over time through

communication behaviors

Verbal involvement

Being informed

Seeking others opinions

Being firm but not rigid

Assigned Emergent

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Leadership & Power

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)

Power is a relationalconcern for both leadersand followers.

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Leadership & Power

REFERENT POWERBased on followers identificationand liking for the leader.

ex. A teacher who is adored by students has referent power.

EXPERT POWERBased on followers perceptions ofthe leaders competence.

ex. A tour guide who is knowledgeable about a foreign countryhas expert power.

LEGITIMATE POWERAssociated with having status orformal job authority.

ex. A judge who administers sentences in the courtroom exhibits

legitimate power

Five Bases of Power

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Leadership & Power

REWARD POWERDerived from having the capacity toprovide rewards to others.

ex. A supervisor who gives rewards to employees who work hard

is using reward power.

COERCIVE POWERDerived from having the capacityto penalize or punish others.

ex. A coach who sits players on the bench for being late to

practice is using coercive power.

Five Bases of Power

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Leadership & Power

Power isinfluence derivedfrom being seenas likable &

knowledgeable

Referent

Expert

Position Power Personal Power

Power derived fromoffice or rank in anorganization

Legitimate

Reward

Coercive

Types and Bases of Power

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Leadership & Coercion

Use of force to effect

change

Influencing others to dosomething via

manipulation of rewards

and penalties in the

work environment Use of threats,

punishments, &

negative rewards

Adolf Hitler

Saddam Husain

Col. Gaddafi

CoercionInvolves

Examples of CoerciveLeaders

Power & restraint used

to force followers toengage in extreme

behavior

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The Difference: Perspective

Manager Perspective Leader Perspective

Change is a threat to be controlled

Change is managed through

methods and tools

Selected change managers are most

qualified to handle change

Issues and problems can be cleanedup after the fact

Change is a competitive advantage

to be embraced

Change is led through the heart and

mind

A team of change leaders is required

to lead change

Issues and problems can bemitigated proactively

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The Difference: per Craig

HickmanManagerAnalytical, structured, controlled,

deliberate, orderly

LeaderExperimental, visionary, flexible,

unfettered, creative

Uses the power and logic of the

rational mind

Considers the dangers

Concentrates on short-term results

Follows visions

Scrutinizes performance

Pursues the tangible

Performs duties

Controls

Depends on authority

Uses the power of intuition and logic

of the heart

Senses opportunity

Focuses on long-term results

Creates visions

Searches for potential

Seeks the intangible

Pursues dreams

Inspires

Depends on influence

Institute for Management Excellence: adapted fromMind of a Manager,

Soul of a Leaderby Craig Hickman, John Wiley & Sons

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The Difference: per Manfred

Kets de VriesManager Leader

Focuses on the present

Prefers stability

Orients toward the short term

Focuses on procedure

Asks what and how

Prefers to control

Is happy in complexity

Uses the rational mind

Works within the context of the

organization and the business

Looks toward the future

Appreciates change

Orients toward the long term

Engages in a Vision

Asks why and what

Knows how to delegate

Prefers to simplify

Trusts intuition

Takes social and environmental

contexts into considerationSource: un bon Chef : Essai de dfinition, Kets de Vries, Manfred, Les Cahiers duManagementLes nouvelles lois du leadership, 2003.

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Planning

Budgeting

Organizing

Staffing

Guiding

Controlling

Reassuring

Monitoring

ObjectivesRoles & Responsibilities

Adaptation:Leading Change, John Kotter, Harvard Business School Press, 1996.

Predictability

Order

Consistency

Zero Deviations

Stable Performance

Short-Term Results

The Difference: John Kotter

on Managers

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Seeing

Visioning

Strategizing

Risking

Enrolling

Delegating

Inspiring

Performing

ObjectivesRoles & Responsibilities

Adaptation:Leading Change, John Kotter, Harvard Business School Press, 1996.

Vision

Strategies

Challenge

Risk

Action

Leaders

Movement

Energy

Passion

Change

The Difference: John Kotter

on Leaders

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Leadership & ManagementKotter (1990)

ManagementActivities

LeadershipActivities

Produces orderand consistency

Planning & Budgeting

Organizing & Staffing

Controlling & Problem Solving

Produces changeand 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.

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Leadership & ManagementZaleznik (1977)

ManagersUnidirectional Authority

LeadersMultidirectional Influence

Are reactive

Prefer to work with

people on problem

solving

Low emotionalinvolvement

Are emotionally active

& involved

Shape ideas over

responding to them

Act to expand

available options

Change the way people

think about what is

possible

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Preface

Leadership is required for change. And so is management

Leaders and managers need to work together

A change team made up only of managers even superb managers who are

wonderful peoplewill cause major change efforts to fail. (John Kotter)

The key difference between management and leadership is one of perspective

Understanding the distinctions between management and leadership is a keystep in orchestrating change

Adaptation:Leading Change, John Kotter, Harvard Business School Press, 1996.

Successful Change Teams =

75% Leadership + 25% Management

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Challenge #2:Transitioning from

Manager to Leader

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Transitioning from Manager to

Leader The journey from manager to leader, and from leader

to executive, has 3 key transition points

Manager: from individual performer to managing a team;

whats good for mewhats good for my team Leader: from managing a team to orchestrating groups of

teams; whats good for my teamwhats good for the

organization

Executive: from groups of teams to complex organizations;

whats good for my organizationwhats the larger, longerterm context

Transitioning is situational as well as hierarchical

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Manager

Executive

Manager

Director

Vice-

President

Sr./Exe

c VP

Presiden

t

Chairman/CEO

Board ofDirectors

Clerical

& Line

Supervi

sor

Leader

Transitioning: The ChallengePoints

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Challenge #3: Short- vs.

Long-term Perspective

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Short- vs. Long-Term:

Accomplis View No judgment should be applied to the notions of

short-term and long-term they are both

necessary and need to be integrated

In general, it is the role of a leader to look into the

future and to provide vision

In general, it is the role of the manager to help

achieve this vision through a series of short-term

and medium-term plans and actions.

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1 year 2 years 3 years 4 years 5 years 6 years 7 years 8 years 9 years 10 years

n

n

n

n

n

n

n

n

Adaptation: Jaques, Elliott, The Requisite Organization, Cason Hall & Co, Arlington, VA, 1996.

Manager

Director

Vice President

Sr./Exec VP

President

Chairman/CEO

Board of

Directors

Clerical & Line

Supervisor

Short- vs. Long-Term: The HorizonPerspective

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Overcoming the

Challenges

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1. Overwhelmed!

2. Need for control

3. Too focused on operational andtactical issues

4. Dont understand how

5. Cannot get in . . .

6. No clearly defined

organizational path

7. No real leaders in the

company

8. Performance not good

enough

9. Dont want it !

Why managers dont make the transition to leaderOvercoming the Challenges

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Overcoming Challenges

You must be the change you wish

to see in the world.

Mahatma Gandhi

Indian Leader

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Immediate and Delayed

Outcomes

Immediate outcomes easy to measure

Willingness to complete a project

Delayed outcomes difficult to assess

Influenced by extraneous events

Leader can effect both immediate anddelayed outcomes

May be inconsistent and move in opposite

directions

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Level of Conceptualizationfor Leadership

Intra-individual process focus on processeswithin a single individual

Dyadic process focuses on the relationshipbetween a leader and another individual

Group process focuses on the leadership role in atask group and how a leader contributes to groupeffectiveness

Organizational process focuses on leadership asa process that occurs in a larger open system inwhich groups are a subsystem