Leadership Presentation

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
2 Those who listen to the word and
follow the best thereof, those
are whom Allah has guided and
those are men of understanding
39:18

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
LeadershipLeadership
LeadershipLeadership
Theory and Practice,Theory and Practice,
Peter G. Northouse, Ph.D.Peter G. Northouse, Ph.D.

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
OverviewOverview
• Conceptualizing Leadership
• Leadership Definition
• Components of the Definition
• Followers & Leadership

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
Conceptualizing LeadershipConceptualizing Leadership
• 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
Some definitions view leadership as:Some definitions view leadership as:

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
Leadership DefinedLeadership Defined
LeadershipLeadership
is a process whereby an individual
influences a group of individuals
to achieve a common goal.

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
Components Central to theComponents Central to the
Phenomenon of LeadershipPhenomenon of Leadership
• Is a process
• Involves influence
• Occurs within a group context
• Involves goal attainment
LeadershipLeadership
LeadersLeaders
• Are not above followers
• Are not better than followers
• Rather, an interactive relationship with followers

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
LEADERSHIPLEADERSHIP
DESCRIBEDDESCRIBED
• Trait vs. Process Leadership
• Assigned vs. Emergent Leadership
• Leadership & Power
• Leadership & Coercion
• Leadership & Management

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
Trait vs. Process LeadershipTrait vs. Process Leadership
• Certain individuals
have special innate or
inborn characteristics
or qualities that
differentiate them
from nonleaders.
– Resides in selectselect
people
– Restricted to those
with inborn talent
Trait definition of leadership:Trait definition of leadership:
LEADERLEADER
• HeightHeight
• IntelligenceIntelligence
• ExtroversionExtroversion
• FluencyFluency
• Other TraitsOther Traits
Leadership=Leadership=
FOLLOWERSFOLLOWERS

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
Trait vs. Process LeadershipTrait vs. Process Leadership
• LeadershipLeadership is a
property or set of
properties possessed
in varying degrees by
different people
(Jago, 1982).
– Observed in
leadership behaviorsbehaviors
– Can be learned
The process definition of Leadership:The process definition of Leadership:
LEADERLEADER
Leadership=Leadership=
(Interaction)(Interaction)
FOLLOWERSFOLLOWERS

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
Assigned vs. Emergent LeadershipAssigned vs. Emergent Leadership
• Leadership based on
occupying a position
within an
organization
– Team leaders
– Plant managers
– Department heads
– Directors
• 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
– Personality
AssignedAssignedAssignedAssigned EmergentEmergentEmergentEmergent

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
Leadership & PowerLeadership & Power
• PowerPower is the
capacity or potential to
influence
– Two kinds of
power
• Position
• Personal
• RewardReward
• CoerciveCoercive
• LegitimateLegitimate
• ReferentReferent
• ExpertExpert
PowerPowerPowerPower Bases of Social PowerBases of Social Power
French & Raven (1959)French & Raven (1959)
Bases of Social PowerBases of Social Power
French & Raven (1959)French & Raven (1959)
Power is a relational concern forPower is a relational concern for
both leaders and followers.both leaders and followers.

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
Leadership & CoercionLeadership & Coercion
• The use of force to effectThe use of force to effect
changechange
• Influencing others to doInfluencing others to do
something viasomething via
manipulation of rewardsmanipulation of rewards
and penalties in theand penalties in the
work environmentwork environment
• Use of threats,Use of threats,
punishments, & negativepunishments, & negative
rewardsrewards
• Adolf HitlerAdolf Hitler
• Jim JonesJim Jones
• David KoreshDavid Koresh
CoercionCoercion
InvolvesInvolves
CoercionCoercion
InvolvesInvolves
Examples of CoerciveExamples of Coercive
LeadersLeaders
Examples of CoerciveExamples of Coercive
LeadersLeaders
Power & restraint usedPower & restraint used
to force followers toto force followers to
engage in extremeengage in extreme
behaviorbehavior

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
Leadership & ManagementLeadership & Management
Kotter (1990)Kotter (1990)
ManagementManagement
ActivitiesActivities
LeadershipLeadership
ActivitiesActivities
“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 and leadershipMajor activities of management and leadership
are played out differently; BUT both are essentialare played out differently; BUT both are essential
for an organization to prosper.for an organization to prosper.

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Chapter 1 - IntroductionChapter 1 - Introduction
SAGESAGE PublicationsPublications © 2003 Jan Krieger
Leadership & ManagementLeadership & Management
ManagersManagers
Unidirectional AuthorityUnidirectional Authority
LeadersLeaders
Multidirectional InfluenceMultidirectional Influence
• Are reactiveAre reactive
• Prefer to work withPrefer to work with
people on problempeople on problem
solvingsolving
• Low emotionalLow emotional
involvementinvolvement
• Are emotionally activeAre emotionally active
& involved& involved
• Shape ideas overShape ideas over
responding to themresponding to them
• Act to expandAct to expand
available optionsavailable options
• Change the way peopleChange the way people
think about what isthink about what is
possiblepossible