CHAPTER 01
Introduction
LEARNING OBJECTIVES OF THIS
CHAPTER
After studying this unit, you will be able to understand:
1. Leadership Defined
2. Ways of Conceptualizing Leadership
3. Definition and Components
4. Leadership Described
5. Trait Versus Process Leadership
6. Assigned Versus Emergent Leadership
7. Leadership and Power
8. Leadership and Coercion
9. Leadership and Management
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1. Leadership Defined
Leadership is a process whereby an individual influences a group of
individuals to achieve a common goal.
There are almost as many different definitions of leadership as there are
people who have tried to define it.
It is much like the words democracy, love, and peace.
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.
Some researchers conceptualize leadership as a trait or as a behavior, whereas
others view leadership from an information-processing perspective or
relational standpoint.
THE EVOLUTION OF LEADERSHIP
DEFINITION
In a seminal work, Rost (1991) analyzed materials written from 1900 to 1990,
finding more than 200 different definitions for leadership.
1900–1929
Definitions of leadership appearing in the first three decades of the 20th century
emphasized control and centralization of power with a 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”
THE EVOLUTION OF LEADERSHIP
DEFINITION
1930s
Traits became the focus of defining leadership, with an emerging view of
leadership as influence rather than domination.
Leadership was also identified as the interaction of an individual’s specific
personality traits with those of a group.
1940s
The group approach came into the forefront with leadership being defined
as 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)
THE EVOLUTION OF LEADERSHIP
DEFINITION
1970s
The group focus gave way to the organizational behavior approach, where
leadership became viewed as “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.
THE EVOLUTION OF LEADERSHIP
DEFINITION
1980s
This decade exploded with scholarly and popular works on the nature of
leadership, bringing the topic to the apex of the academic and public
consciousnesses.
Do as the leader wishes.
Influence.
Traits.
Transformation.
THE EVOLUTION OF LEADERSHIP
DEFINITION
Into the 21st Century
Debate continues as to whether leadership and management are separate
processes, but emerging research emphasizes the process of leadership, whereby
an individual influences a group of individuals to achieve a common goal,
rather than developing new ways of defining leadership. leadership
approaches are;
Authentic leadership
Spiritual leadership
Servant leadership
Adaptive leadership
2. DEFINATION AND COMPONENTS
2. DEFINATION AND COMPONENTS
Despite the multitude of ways in which leadership has been conceptualized, the
following components can be identified as central to the phenomenon:
(a)Leadership is a process
(b)leadership involves influence:
(c) leadership occurs in groups,
(d) leadership involves common goals.
(a)Leadership is a process:
Process implies that a leader affects and is affected by followers.
It emphasizes that leadership is not a linear, one-way event, but rather an
interactive event.
When leadership is defined in this manner, it becomes available to everyone.
(a)leadership involves influence: It is concerned with how the leader affects
followers.
(c) leadership occurs in groups: Leadership is about one individual influencing
a group of others to accomplish common goals.
(d) leadership involves common goals: By common, we mean that the leaders
and followers have a mutual purpose.
Who is leader ?
The people who engage in leadership will be called leaders.
Who are followers?
Those toward whom leadership is directed will be called followers.
Both leaders and followers are involved together in the leadership
process.
Leaders need followers, and followers need leaders.
Leaders and followers must be understood in relation to each other
and collectively.
4. LEADERSHIP DESCRIBED
we will delve into the distinctions between leadership as a trait and leadership as
a process, explore the differences between appointed and emergent leadership,
and examine how the concepts of power, coercion, and management diverge from
the essence of leadership.
Trait Versus Process Leadership
He is born to be a leader” or “She is a natural leader.” These
statements are commonly expressed by people who take a trait
perspective toward leadership.
The trait perspective suggests that certain
individuals have special innate or inborn
characteristics or qualities that make
them leaders.
leadership as a trait is quite different from
describing it as a process.
The trait viewpoint conceptualizes leadership as
a property or set of properties possessed in
varying degrees by different people.
The process viewpoint suggests that leadership is a phenomenon that resides
in the context of the interactions between leaders and followers and makes
leadership available to everyone.
This suggests that it resides in select people and restricts leadership to those
who are believed to have special, usually inborn, talents.
As a process, leadership can be observed in leader behaviors and can be
learned.
Assigned Versus Emergent Leadership
Two types of leadership: Assigned leadership based on formal positions and
emergent leadership based on group dynamics.
Assigned Versus Emergent Leadership
Assigned leadership:
Examples like team leaders, managers, directors, etc. Holding a position
doesn't guarantee actual leadership.
Emergent leadership:
Individuals perceived as most influential
regardless of title. Acquired through
communication and group acceptance.
When others perceive an individual as the
most influential member of a group or an
organization, regardless of the individual’s
title, the person is exhibiting
emergent leadership.
This type of leadership is not assigned by
position; rather, it emerges over a period
through communication.
Some of the positive communication behaviors that account for successful
leader emergence include being verbally involved, being informed, seeking
others’ opinions, initiating new ideas, and being firm but not rigid.
Smith and Foti suggested that these three traits could be used to identify
individuals perceived to be emergent leaders.
The Different Views of Leadership
TRAIT PROCESS
DEFINITION OF LEADERSHIP DEFINITION OF LEADERSHIP
Leader Leader
• Height
• Intelligence
Leadership (Interaction)
•Extraversion
• Fluency
• Other Traits
Followers
Followers
1. Gender bias and leadership:
Women who were equally influential leaders in their groups were rated
significantly lower than comparable men were on leadership.
These influential women were also rated as significantly less likable than
comparably influential men were. This suggests that likability, often
associated with female leaders, can actually work against them.
2. Social identity theory and leadership:
Leadership emergence is the degree to which a person fits with the
identity of the group as a whole.
Individuals emerge as leaders in the group when they become most like the
group prototype.
3. Universality of leadership approaches:
The leadership approaches apply equally to assigned leadership and
emergent leadership.
When a person is engaged in leadership, that person is a leader, whether
leadership is assigned or emergent.
Six Bases of Power
1. Referent Power: Based on followers’ identification and liking for the leader.
A teacher who is adored by students has referent power.
2. Expert Power: Based on
followers’ perceptions of the
leader’s competence. A tour guide
who is knowledgeable about a
foreign country has expert power.
3. Legitimate Power: Associated with
having status or formal job authority.
A judge who administers sentences in
the courtroom exhibits legitimate
power.
4. Reward Power: Derived from having the capacity
to provide rewards to others. A supervisor who
gives rewards to employees who work hard is using
reward power.
5. Coercive Power: Derived from having the capacity
to penalize or punish others. A coach who sits
players on the bench for being late to practice is
using coercive power.
6. Information Power: Derived from possessing
knowledge that others want or need. A boss who has
information regarding new criteria to decide
employee promotion eligibility has information
power.
LEADERSHIP AND POWER
LEADERSHIP AND POWER
Power is the capacity or potential to influence.
Power is a concept that people often associate with leadership.
Power has not been a major variable in theories of leadership.
Leaders have responded [to changes in culture] by empowering
followers.
Power is no longer synonymous with leadership.
French and Raven’s work on the bases of social power" is the most
cited research on power.”
LEADERSHIP AND POWER
Burns emphasized power from a relationship standpoint.
We pay attention to how leaders work with followers to
reach common goals.
In her recent book, The End of Leadership (2012),
Kellerman argues there has been a shift in leadership
power during the last 40 years. Power used to be the
domain of leaders, but that is diminishing and shifting to
followers.
Contrary to this view of power, Burns (1978) emphasized
power from a relationship standpoint. For Burns, power is
not an entity that leaders use over others to achieve their
own ends; instead, power occurs in relationships.
Types and Bases of Power
1. Position Power: Position power is the power a person
derives from a particular office or rank in a formal
organizational system.
• Legitimate
• Reward
• Coercive
• Information
Types and Bases of Power
2. Personal Power: Personal power is the influence capacity a
leader derives from being seen by followers as likable and
knowledgeable.
• Referent
• Expert
LEADERSHIP AND COERCION
LEADERSHIP AND COERCION
Coercive power is one of the specific kinds of power available to leaders.
Coercion involves the use of force to effect change.
Coercion often involves the use of threats, punishment, and negative
reward schedules.
It is important to distinguish between coercion and leadership.
Classic examples of coercive leaders are Adolf Hitler, the Taliban leaders,
Jim Jones, and Kim Jong-il.
Leaders who use coercion are interested in their own goals and
seldom are interested in the wants and needs of followers.
Using coercion runs counter to working with followers to achieve a
common goal.
LEADERSHIP AND MANAGEMANT
LEADERSHIP AND MANAGEMANT
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LEADERSHIP AND MANAGEMANT
Similarities:
Both involve influencing a group of individuals towards goal attainment.
Both are essential for organizations to prosper.
Both share various functions like planning, organizing, staffing, and
controlling.
Management was created as a way to reduce chaos in organizations, to
make them run more effectively and efficiently.
Differences:
Primary function: Management seeks
order and consistency while leadership
seeks change and movement.
Focus: Management deals with
activities and routines while leadership
deals with vision and change.
Relationship: Leadership is a multidirectional influence relationship
while management is unidirectional authority relationship.
Differences:
Unique competencies: Leadership relies on motivation, creativity,
strategy, and understanding people. Management emphasizes rules, short-
term planning, extrinsic motivation, and order.
Personality: Leaders are emotionally involved and proactive, seeking to
expand options and change perspectives. Managers are reactive and
prefer solving problems with low emotional involvement.
Managers are people who do things right, and leaders are people who do
the right thing.
Functions of Management and Leadership
Management Produces Order and Leadership Produces Change and
Consistency Movement
Organizing and Staffing Aligning People
• Provide structure • Communicate goals
• Make job placements • Seek commitment
• Establish rules and procedures • Build teams and coalitions
Controlling and Problem Solving Motivating and Inspiring
• Develop incentives • Inspire and energize
• Generate creative solutions • Empower followers
• Take corrective action • Satisfy unmet needs
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