Introduction
Chapter 1
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Class activity
 Introduce YOURSELF to the class.
 Share your name, course/year of study,
 a leadership trait or skill you think you have,
 and a trait or skill they admire in others.
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Leadership defined
 Leadership is…
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Introduction
 Leadership is a highly sought-after and highly
valued commodity.
 Many people believe that leadership is a way
to improve their personal, social, and
professional lives.
 Trait/behavior?
 information-processing perspective or
relational standpoint.
 qualitative and quantitative methods in many
contexts (including small groups, therapeutic groups, and large organizations).
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Introduction
 leadership as a complex process having
multiple dimensions
 in-depth description and application of many
different approaches to leadership.
 Our emphasis is on how theory can inform the
practice of leadership.
 How the theory can be used in real situations.
 Peter Northouse
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Overview

Importance of Leadership

Leadership Defined
- Ways of conceptualizing leadership
- Definition and components

Leadership Described
- Trait versus process
- Assigned versus emergent
- Leadership and power
- Leadership and coercion
- Leadership and management
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The Evolution of Leadership Definitions
 1900–1929--Control and centralization of power

Common theme of domination

at a conference on leadership in 1927, leadership was defined as “the ability to impress the will of the leader on
those led and induce obedience, respect, loyalty, and cooperation” (Moore, 1927, p. 124).
 1930s--Trait approach

emerging view of leadership as influence rather than domination.
 1940s--Group approach

the behavior of an individual while involved in directing group activities (Hemphill, 1949).

At the same time, leadership by persuasion was distinguished from “drivership” or leadership by coercion
(Copeland, 1942).
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The Evolution of Leadership Definitions
 1950s—3 themes
 Group theory (what leaders do in groups)
 shared goals (defined leadership based on behavior of the leader)
 effectiveness (ability to influence overall group effectiveness)
 1960s--Leadership as behavior
 “acts by persons which influence other persons in a shared direction” ( Seeman,
1960 p. 53).
 1970s--Organizational behavior
 “initiating and maintaining groups or organizations to accomplish group or
organizational goals” (Rost, 1991, p. 59).
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The Evolution of Leadership Definitions
 1980s--Explosion of research
- Leader’s will (Do as the leader wishes)
- Influence (noncoercive influence)
- Traits
the leadership-as-excellence movement brought leader traits back to the spotlight.
As a result, many people’s understanding of leadership is based on a trait
orientation.
- Transformation
Burns (1978) is credited for initiating a movement defining leadership as a transformational process, stating
that leadership occurs “when one or more persons engage with others in such a way that leaders and followers
raise one another to higher levels of motivation and morality” (p. 83).
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Northouse, Leadership 8e. © SAGE Publications, 2019.
 21st century--The process of leadership
- Authentic leadership
- Spiritual leadership
(values and sense of calling and membership)
- Servant leadership
- Adaptive leadership
- Followership
- Discursive leadership
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Conceptualizing Leadership
Some definitions view leadership as:
 The focus of group processes
 A personality perspective
 An act or behavior
 The power relationship between leaders
and followers
 A transformational process
 A 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 the
Phenomenon of Leadership
Leadership
Leaders
 Is a process
 And followers are involved
 Involves influence
 Occurs within a group
context
 Attends to common
goals
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 Versus Process Leadership
 Assigned Versus Emergent Leadership (dominant,
intelligent, confident; social identity theory)
 Leadership and Power
 Leadership and Coercion
 Leadership and Management
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Trait Versus 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 Versus Emergent Leadership
Assigned
 Leadership based
on occupying a
position within an
organization
 Team leaders
 Plant managers
 Department
heads
 Directors
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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 and Power
Power
 The capacity or potential to
influence
 Ability to affect others’
beliefs, attitudes, and
actions
Bases of Social Power
French and Raven (1959); Raven (1965)
 Referent
 Expert
 Legitimate
 Reward
 Coercive
 Information
Power is a relational concern for
both leaders and followers.
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Leadership and Power
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Leadership and Power
 Position Power
derived from office
or rank in an
organization
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 Personal Power is
influence derived from
being seen as likable
and knowledgeable
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Shift in Leadership Power, Kellerman (2012)
 Power no longer the domain of leaders
 Followers demand more from leaders
 Access to technology has empowered
followers
 Leaders more transparent
 Decline in respect for leaders
 Leadership as social contract between leaders
and followers
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Leadership and Coercion
Coercion Involves
Examples of Coercive Leaders
 Use of force to effect
 Adolf Hitler
change
 Influencing others to do
something by manipulating
rewards and penalties in the
work environment
 Use of threats,
punishments, and negative
rewards
 Jim Jones
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 Taliban leaders
Power and restraint used
to force followers to
engage in extreme
behavior
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Leadership and Management, Kotter (1990)
Management Activities
“Produces order
and consistency”
 Planning and Budgeting
 Organizing and Staffing
Leadership Activities
“Produces change
and movement”
 Establishing direction
 Aligning people
 Controlling and Problem
Solving
 Motivating/inspiring
Major activities of management and leadership
are played out differently; BUT, both are essential
for an organization to prosper.
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Functions of Management and Leadership
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Leadership and Management, Zaleznik (1977)
Managers
Leaders
Unidirectional Authority
Multidirectional Influence
 Are reactive
 Prefer to work with
people solving
 Low emotional
involvement
 Are emotionally active and
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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Class activity
 List the six types of power identified by French
and Raven.
 Explain how leadership in a group can become
available to all members, and not belong just
to the formally designated leader.
 What are the four components identified as
central to leadership?
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