Introduction:
The Nature of Leadership
領導與競爭優勢
Instructor:曾燦燈老師
第一組
陳立賢、董俊宏、葉明川、張榮元
張世偉、王素英、方真祥
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Learning Objective of Chapter 1
• Why leadership has been defined so many different way.
• The controversy about different between leadership and
management
• How leadership will be defined in this book.
• Why it is so difficult to assess leadership effectiveness.
• The different indicators used to assess leadership
effectiveness.
• What aspect of leadership had been studied the most
during the past 50 years.
• How leadership can be described as individual, dyadic,
group, or organizational process.
• The organization of this book
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Why leadership has been defined
so many different way (1/2)
• Additional confusion by imprecise term: power,
authority, management, administration, control
& supervision.
• Specialized role or shared influence process.
– Role: the person expected to perform the
specialized leadership role is designed as the
leader. (個人表現?)
– Process: various leadership functions may be
carried out by different people who influence
what the group does, how it is done, and the
way people in the group related to each
other. (群體程序?)
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Why leadership has been defined
so many different way (2/2)
Claim of definition
Description
Dispute
The type of influence Who exercise influence.
process
What type of influence is exercised and
the outcome.
too restrictive because it
excludes why a manager is
effective or ineffective in a
given situation.
Purpose influence
attempts
Leadership occurs only when people
are influenced to do what is ethical &
beneficial for the organization &
themselves.
It does not include influence
attempts that are irrelevant or
detrimental to follower.
Influence based on
reason or emotion
Before 1980, it was defined by rational,
cognitive process.
Only the emotional value-based aspect
of leadership influence can account for
exceptional achievement of group.
Rational and emotional are
combined.
Direct vs. indirect
leadership
Directly influence the follower
Indirect influence the follower
They are not mutually
exclusive.
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Leadership vs. Management
Leadership
Management
Value flexibility, innovation Value stability, order, &
& adaptation
efficiency
Value
Concern what things
mean to people and try to
get people to agree about
the most important things
to be done.
Concern
Concern how things get
done & get people
perform better
People do the right things. People do the things right
Manager is occupational
title.
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Remark
The Definition of Leadership
• Leadership is the process of influencing others
to understand and agree about what needs to
be done and how to do it, and the process of
facilitating individual and collective effort to
accomplish shared objective.
• Leader, manager and boss are interchangeable.
• Subordinate, direct report, staff are
interchangeable.
• Follower > direct report.
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Evaluate Leadership Effectiveness
• The extent to which the leader’s organizational unit
perform its task successfully and attains it’s goal, like
net profit, profit margin.
• Attitude of follower toward the leader
– How well does the leader satisfy follower’s need and
expectation?
– Does follower like, respect & admire the leader?
• Leader’s contribution to the quality of the group
process, as perceived by follower or by outside
observers.
• Immediate and delayed outcomes
• No simple criteria to evaluate leadership effectiveness
– Objective and value of the person making the
evaluation.
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Overview of Major Research Approaches (1/2)
• Key variables in leadership theories
– Characteristics of the leader
– Characteristics of the followers
– Characteristics of the situation
• Causal relationships among the primary types of
leadership processes
Leader traits
& skills
Leader
behavior
Influence
processes
Situational
variables
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Follower
Attitudes &
behavior
Performance
outcomes
Overview of Major Research Approaches (2/2)
• Trait approach
– Emphasize leader’s attribute such as personality, motives,
values & skills.
• Behavior approach
– How managers spend their time and the typical pattern of
activities, responsibilities, and function for managerial
jobs.
– Identify the effective leadership behavior.
• Power-influence approach
– Influence processes between leaders and other people.
• Situational approach
– Emphasize contextual factors that influence leadership
processes.
• Integrative approach
9 – Involve more than one type of leadership variables.
Level of Conceptualization for Leadership
Organization (process that occurs in a
larger open system)
Group (group process)
Dyadic (Relation btw a
leader & another individual)
Individual
(Behavior on individual leader)
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Other Bases for Comparing Leadership Theories
• Leader- vs. follower-centered theory
– Characteristic and action of leader
– Characteristic of followers
• Descriptive vs. prescriptive theory
– Descriptive, 描述性的
• Explain leadership processes
• Describe the typical activities of leaders
• Explain why certain behaviors occur in particular situation
– Prescriptive, 指示性的
• Specify what leader must to do to become effective
• Identify any necessary condition for using a particular type of
behavior effectively
• Universal vs. contingency (偶發的) theory
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– Some aspect of leadership that applies to all types
situation.
– An aspect of leadership that applies to some situation
but not to others.
Summary
• Most leadership definitions share the
assumption that it involves an influence
process concerned with facilitating the
performance of a collective task.
• No single “correct” definition of leadership
cover all situations.
• To evaluate leadership effectiveness:
followers + stakeholders  multiple criteria
• Research coverage for leadership: narrow
aspect  cut across and integrate approach.
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Thank You!
and
Please Comment!
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