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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
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