LEADERSHIP (BUS426)
Chapter 1 – Introduction
Northouse, 6th edition
Tutor: Dr Nailah Ayub
www.ayubsmaterial.weebly.com
WHAT IS LEADERSHIP?
Individuals: A way to improve personal, social,
and professional lives
 Corporations: Leaders bring special assets to
their organizations


Academia: Leadership studies
RESEARCH ON LEADERSHIP
Leadership is a trait, a behavior, informationprocessing, or relational process
 Use qualitative and quantitative methods
 Many contexts: small groups, therapeutic
groups, large organizations

 200
different definitions for leadership between
1900-1990
 Conclusion:
Leadership is a complex process
having multiple dimensions
1900-1929

Emphasized control and centralization of power

A common theme of domination

Defined: the ability to impress the will of the leader
on those led and induce obedience, respect, loyalty, and
cooperation
1930S

Focus on traits

Influence rather than domination


Leadership is the interaction of an individual’s
specific personality traits with those of a group
While attitudes and activities of many are changed, the
many also influence the leader
1940S



Group Approach
Leadership is the behavior of an individual while
involved in directing group activities
Persuasion, not ‘drivership’
1950S

Three themes



Group theory continues: Leadership is what leaders do
Leadership is a relationship that develops shared goals:
defined on the basis of leader behavior
Effectiveness: Leadership is the ability to influence
overall group effectiveness
1960S


Leadership as behavior continues
Leadership is ‘acts by persons which influence other
persons in a shared direction’
1970S


Organizational Behavior Approach: Leadership is
‘initiating and maintaining groups or organizations to
accomplish group or organizational goals’
“Leadership is the reciprocal process of mobilizing by
persons with certain motives and values, various
economic, political, and other resources, in a context of
competition and conflict, in order to realize goals
independently or mutually held by both leaders and
followers.”
1980S
Focus: Nature of leadership
 Themes
 Do as the leader wishes
 Influence (non-coercive)
 Traits
 Transformation (Leadership is when one or more
persons engage with others in such a way that
leaders and followers raise one another to high levels
of motivation and morality)

1990S- INTO THE 21ST CENTURY
Debate over leadership versus management
CONCEPTUALIZING LEADERSHIP
65 different classification systems in 60 years
Some definitions view leadership as:

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

A skills perspective
LEADERSHIP DEFINED
Leadership
is a process whereby an
individual influences a group
of individuals to achieve a
common goal.
COMPONENTS CENTRAL TO THE
PHENOMENON OF LEADERSHIP
Leadership




Is a process
Involves influence
Occurs within a group context
Involves goal attainment
Leaders
 Are not above followers
 Are not better than followers
 Rather, an interactive relationship with followers
1: IS A PROCESS
Not a trait that resides within the leader
 A transactional event between the leader and the
followers
 Leader is also affected by the followers
 Not a linear, one-way events but an interactive
event
 Not restricted to the formally designated leader
in a group, but is available to everyone

2: INVOLVES INFLUENCE

Concerned with HOW the leader affects followers
3: OCCURS IN GROUPS
Groups are the context
 influence group of individuals who have a
common purpose
 Of any size: small task group, a community
group, large group or an entire organization

4: ATTENDS COMMON GOALS
Achieve something together
 Have a mutual purpose
 Ethical overtone: need to work with the followers


Although leaders and followers are closely linked
Leaders initiate the relationship
 Create the communication linkage
 Carry the burden of maintaining the relationship
 Ethical responsibility to attend to the needs of the followers

LEADERSHIP
Trait vs. Process Leadership
 Assigned vs. Emergent Leadership
 Leadership & Power
 Leadership & Coercion
 Leadership & Management

TRAIT VS. PROCESS LEADERSHIP
Trait definition of leadership:


Certain individuals have
special innate or inborn
characteristics or
qualities that
differentiate them from
non-leaders.
Leadership is a property
or set of properties
possessed in varying
degrees by different
people.


Resides in select people
Restricted to those with
inborn talent
LEADER
Leadership
• Height
• Intelligence
• Extroversion
• Fluency
• Other Traits
FOLLOWERS
TRAIT VS. PROCESS LEADERSHIP
The process definition of Leadership:

Leadership is a
phenomenon that
resides in the context
of the interaction
between leaders and
followers and makes
leadership available to
everyone


Observed in
leadership behaviors
Can be learned
LEADER
Leadership
(Interaction)
FOLLOWERS
ASSIGNED VS. EMERGENT LEADERSHIP
Assigned

Leadership based on
occupying a position
within an organization
Team leaders
 Plant managers
 Department heads
 Directors

Emergent
how group members
respond to someone
 An individual perceived by
others as the most
influential member of a
group or organization
regardless of the individual’s
title


Not always the ‘real’
leaders
Emerges over time through
communication behaviors
Verbal involvement
 Being informed
 Seek other’s opinions
 Being firm but not rigid

LEADERSHIP & POWER
Bases of Social Power
French & Raven (1959)
Power

The capacity or potential
to influence.

Ability to affect others’
beliefs, attitudes & actions
Power is a relational
concern for both leaders
and followers.

Referent

Expert

Legitimate

Reward

Coercive
LEADERSHIP & POWER
Five
Bases
of
Power
LEADERSHIP & POWER
Types and Bases of Power
Position Power

Power derived
from office or
rank in an
organization

Legitimate

Reward

Coercive
Personal Power

Power is influence
derived from being
seen as likable &
knowledgeable

Referent

Expert
LEADERSHIP & COERCION
Coercion Involves



Use of force to effect change (against will)
Influencing others to do something via manipulation
of rewards and penalties in the work environment
Use of threats, punishments, & negative rewards
LEADERSHIP & MANAGEMENT
KOTTER (1990)
Management
Activities
“Produces order
and consistency”
Leadership
Activities
“Produces change
and movement”
• Planning & Budgeting
• Establishing direction
• Organizing & Staffing
• Aligning people
• Controlling & Problem Solving
• Motivating / Inspiring
Major activities of management & leadership
are played out differently; BUT, both are essential
for an organization to prosper.
LEADERSHIP & MANAGEMENT
KOTTER (1990)
Major activities
of management
and leadership
are played out
differently;
BUT, both are
essential for an
organization to
prosper.
LEADERSHIP & MANAGEMENT
Managers
Leaders
Unidirectional Authority
Multidirectional Influence
• Are reactive
• Prefer to work with
people on problem
solving
• 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