Đang tải... (xem toàn văn)
This chapter explores the concepts of leadership (and management) and will focus on the leaders’ use of power to influence and persuade followers to act in ways which help the organization attain its goals. This chapter presents the following content: Conceptualizing leadership, leadership definition, components of the definition, followers & leadership.
Chapter - Introduction Leadership Chapter - Introduction Northouse, 4th edition Chapter - Introduction Overview Conceptualizing Leadership Leadership Definition Components of the Definition Followers & Leadership Chapter - Introduction Conceptualizing Leadership 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 Chapter - Introduction Leadership Defined Leadership is a process whereby an individual influences a group of individuals to achieve a common goal Chapter - Introduction 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 Chapter - Introduction LEADERSHIP DESCRIBED Trait vs Process Leadership Assigned vs Emergent Leadership Leadership & Power Leadership & Coercion Leadership & Management Chapter - Introduction Trait vs Process Leadership Trait definition of leadership: Certain individuals have special innate or inborn characteristics or qualities that differentiate them from nonleaders – Resides in select people – Restricted to those with inborn talent LEADER Leadership • Height • Intelligence • Extroversion • Fluency • Other Traits FOLLOWERS Chapter - Introduction Trait vs Process Leadership The process definition of 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 LEADER Leadership (Interaction) FOLLOWERS Chapter - Introduction Assigned vs Emergent Leadership Assigned Emergent Leadership based on occupying a position within an organization – – – – Team leaders Plant managers Department heads Directors 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 Seek other’s opinions Being firm but not rigid Chapter - Introduction Leadership & Power Power The capacity or potential to influence – Ability to affect others’ beliefs, attitudes & actions Bases of Social Power French & Raven (1959) Referent Expert Legitimate Reward Power is a relational concern for both leaders and followers Coercive Chapter - Introduction Leadership & Power Five Five Bases Bases of of Power Power Chapter - Introduction Leadership & Power Five Five Bases Bases of of Power Power REFERENT POWER – Based on followers’ identification and liking for the leader – ex A schoolteacher who is adored by her students has referent power EXPERT POWER – Based on followers’ perceptions of the leader’s competence – ex A tour guide who is knowledgeable about a foreign country has expert power LEGITIMATE POWER – Associated with having status or formal job authority – ex A judge who administers sentences in the courtroom exhibits legitimate power Chapter - Introduction Leadership & Power Five Five Bases Bases of of Power Power REWARD POWER – Derived from having the capacity to provide rewards to others – ex A supervisor who gives rewards to employees who work hard is using reward power COERCIVE POWER – Derived from having the capacity to penalize or punish others – ex A coach who sits players on the bench for being late to practice is using coercive power Chapter - Introduction Leadership & Power Types and Bases of Power Position Power Power derived from office or rank in an organization – Legitimate – Reward Personal Power Power is influence derived from being seen as likable & knowledgeable – Referent – Coercive – Expert Chapter - Introduction Leadership & Coercion Coercion Involves Examples of Coercive Leaders Use of force to effect change Influencing others to something via manipulation of rewards and penalties in the work environment Use of threats, punishments, & negative rewards Adolf Hitler Jim Jones David Koresh Power & restraint used to force followers to engage in extreme behavior Chapter - Introduction Leadership & Management Kotter (1990) Management Activities “Produces order and consistency” Leadership Activities “Produces change and movement” • Establishing direction • Organizing & Staffing • Aligning people • Controlling & Problem Solving • Motivating / Inspiring • Planning & Budgeting Major activities of management & leadership are played out differently; BUT, both are essential for an organization to prosper Leadership & Management Chapter - Introduction Kotter (1990) Major activities of management and leadership are played out differently; BUT, both are essential for an organization to prosper Chapter - Introduction Leadership & Management Zaleznik (1977) Managers Leaders Unidirectional Authority Multidirectional Influence • Are emotionally active & involved • Are reactive • Prefer to work with people on problem solving • Low emotional involvement • Shape ideas over responding to them • Act to expand available options • Change the way people think about what is possible .. .Chapter - Introduction Overview Conceptualizing Leadership Leadership Definition Components of the Definition Followers & Leadership Chapter - Introduction Conceptualizing Leadership. .. Chapter - Introduction LEADERSHIP DESCRIBED Trait vs Process Leadership Assigned vs Emergent Leadership Leadership & Power Leadership & Coercion Leadership & Management Chapter. .. relational concern for both leaders and followers Coercive Chapter - Introduction Leadership & Power Five Five Bases Bases of of Power Power Chapter - Introduction Leadership & Power Five Five