Leadership

A leader…

Leads by example

Strives to make a positive difference

Inspires and encourages

Respect others

Provides support

Recognizes the contributions of

others

1900–1929 emphasized control and centralization of power with a

common theme of domination. 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 Traits became the focus of defining leadership influence rather than domination

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).

1960s Behavior that influences people toward shared goals.

Leadership as “acts by persons which influence other persons in a shared direction” (Seeman 1960 p. 53).

SOURCE: Adapted from Leadership for the Twenty-First Century, by J. C. Rost, 1991, New York: Praeger.

The Evolution of Leadership Definitions

1980s

Do as the leader wishes. Leadership definitions still predominantly delivered the message that leadership is getting followers to do what the

leader wants done.

Influence. Scholars insisted that leadership is noncoercive influence.

Traits. 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).

Into the 21st Century

authentic leadership, in which the authenticity of leaders and their

leadership is emphasized;

servant leadership, which puts the leader in the role of servant, who utilizes “caring principles” to focus on followers’ needs to help these followers become more autonomous, knowledgeable, and like servants themselves; and

adaptive leadership, in which leaders encourage followers to adapt by confronting and solving problems, challenges, and changes.

SOURCE: Adapted from Leadership for the Twenty-First Century, by J. C. Rost, 1991, New York: Praeger.

The Evolution of Leadership Definitions

Leadership is a process

Leadership involves influence

Leadership occurs in groups

Leadership involves common goals.

Defining Leadership

Defining Leadership

Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals.

Leadership vs Management SIMILARITIES

MANAGEMENT LEADERSHIP

Involves influence Involves influence

Working with people Working with people

concerned with effective

goal accomplishment

concerned with effective

goal accomplishment

MANAGEMENT LEADERSHIP

Provide order and

consistency to

organisations

Produce change and

movement

Seeking order and

stability

Seeking adaptive and

constructive change

DIFFERENCES

Leadership and Management

Assigned vs Emergent Leadership

Leadership that is based on occupying a

position in an organization is assigned

leadership.

Example - Team leaders, plant managers,

department heads, directors, and

administrators

Assigned vs Emergent Leadership

When others perceive an individual as the most influential member of a group or an organization, regardless of the title, the person is exhibiting emergent leadership.

The individual acquires emergent leadership through other people in the organization who support and accept that individual’s behavior.

This type of leadership is not assigned by position; rather, it emerges over a period through communication.

Sources of Power Reward

Power

Legitimate

Power Coercive

Power

Expert

Power Referent

Power

Enable managers to be

leaders & influence

subordinates to

achieve goals

Information

Power

Sources of Power Used to affect other’s behavior and get them to act

in given ways. Legitimate Power: manager’s authority resulting by

their management position in the firm.

Can be power to hire/fire workers, assign work.

Reward Power: based on the manager’s ability to give or withhold rewards.

Pay raises, bonuses, verbal praise.

Effective managers use reward power to signal employees they are doing a good job.

Coercive Power: based in ability to punish others.

Ranges from verbal reprimand to pay cuts to firing.

Can have serious negative side effects.

Sources of Power Expert Power: based on special skills of leader.

First & middle managers have most expert power.

Often found in technical ability.

Referent Power: results from personal characteristics of the leader which earn worker’s respect, loyalty and admiration.

Usually held by likable managers who are concerned

about their workers.

Information Power: derived from possessing knowledge that others want or need

Empowerment Process of giving workers at all levels authority to

make decisions and the responsibility for their outcomes. Empowerment helps managers:

Get workers involved in the decisions.

Increase worker commitment and motivation.

To focus on other issues.

LEADERSHIP

APPROACHES

Transformational Leadership Started with von Pierer, CEO of Siemens, and allows

dramatic improvements in management effectiveness.

Transformational managers:

Make subordinates aware of how important their jobs are

by providing feedback to the worker.

Make subordinates aware of their own need for personal

growth and development.

Motivate workers to work for the good of the organization,

not just themselves.

Transformational Leaders Transformational leaders are charismatic and have a

vision of how good things can be.

They are excited and clearly communicate this to

subordinates.

Transformational leaders openly share information with workers.

Everyone is aware of problems and the need for change.

Empowers workers to help with solutions.

Transformational leaders engage in development of workers.

Manager works hard to help them build skills.

Transactional Leadership

Involves managers using the reward and coercive power to encourage high performance.

Managers who push subordinates to change but do not seem to change themselves are transactional.

The transactional manager does not have the “vision” of the Transformational leader.

Authentic Leadership

Focus on whether leadership is genuine or

“real”

People long for leaders they can trust and

for leaders who are honest and good

Exhibit genuine leadership, lead from

conviction and are originals.

Servant Leadership

Can leadership be both service and

influence? Leader influence and

servants follows?

Want to lead, serve first

Attentive to the concerns of their

followers, empathize them and nurture

them

Put follower first

Adaptive Leadership

Encourage people to adapt, face and

deal with problems, challenges and

change

Follower centred – concerned with how

people change and adjust to the new

circumstances

Engage in activities that mobilize,

motivate, organize, orient and focus on

the attention of others.

Leadership Across Cultures

Leadership styles may vary over different cultures.

European managers tend to be more people-oriented than American or Japanese managers.

Japanese culture is very collective oriented, while

American focuses more on profitability.

Time horizons also are affected by cultures.

U.S. firms often focus on short-run efforts.

Japanese firms take a longer-term outlook.

Globalization created the need for leaders to be

competent in cross-cultural awareness and practices.

Gender and Leadership

The number of women managers is rising but still relatively low in top levels.

Stereotypes suggest women are supportive and concerned with interpersonal relations.

Similarly, men are seen as task-focused.

Research indicates that actually there is no gender-based difference in leadership effectiveness.

However, women are seen to be more participative than men.

Directions:

Form a group of 5 member

Identify a leader

Using the Leadership Traits identified in class, create a “Wall” to explain your leader.

Your wall must include the following:

Who, What, When, Why, How

Identify the relevant traits

Quote that fits the trait

Picture of a leader who embodies the trait.

Minimum 4 slides

5-10 minutes presentation

LEADERSHIP WALL

Assignment 1

One who gives

full loyalty and

support to

another.

“To lead the people, walk behind them.”

- Lao Tzu

Nelson Mandela • 1918-2013

• President, South Africa 1994-99

• Civil Right Activist – racial equality

• Ended Apartheid

Commonly liked or

approved.

"Ask Not What Your Country Can Do For You,

Ask What You Can Do For Your Country"

John F. Kennedy

John F. Kennedy • 1917-1963

• President, USA 1961-1963

• Civil Rights Activist – Civil Right Act 1964