Introduction Chapter 1

Leadership Leadership Defined is a process whereby an individual influences a group of individuals to achieve a common goal. Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Trait vs. Process Leadership Certain individuals have special innate characteristics or qualities that differentiate them from non-leaders. Abilities resides in select people Restricted to those with inborn talent Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Trait vs. Process Leadership Leadership is a phenomena that occurs in interactions between leaders and followers. Observed in leadership behaviors Can be learned Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Assigned vs. Emergent Leadership Leadership based on a position within an organization Team leaders Plant managers Department heads Directors Leadership perceived by others regardless of the individual’s title Emerges over time through interactions with others Verbal engagement Gathering and providing information Seeking others’ opinions Being firm but not rigid Professional competence Interpersonal warmth Affected by personality and gender Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

The capacity to influence. Referent Expert Legitimate Reward Coercive Leadership & Power Bases of Social Power French & Raven (1959) Power The capacity to influence. The ability to change others’ beliefs, attitudes, & actions Referent Expert Legitimate Reward Coercive Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Leadership & Power Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Leadership & Power Personal Power (emergent) is influence derived from being seen as likable & competent. Position Power (assigned): derived from rank in an organization Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Trait Approach Chapter 2

Major Leadership Traits Traits to possess or cultivate if one seeks to be perceived by others as a leader: Intelligence – Verbal, perceptual, and reasoning capabilities. Ex. Steve Jobs Also an important factor in effective leadership Self-Confidence – Certainty about one’s competencies and skills. Ex. Steve Jobs Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Major Leadership Traits Determination – Desire to get the job done (i.e., initiative, persistence, drive). Ex. Lance Armstrong Integrity – The quality of honesty and trustworthiness. Ex. Billy Graham Sociability – Leader’s inclination to seek out pleasant social relationships. Ex. Jon Wallace, President of APU. Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

5-Factor Personality Model & Leadership Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

5-Factor Personality Model & Leadership Research indicates that there is a strong relationship between the Big 5 personality traits and leadership (perceived and effective) High Extraversion – factor most strongly associated with leadership High Conscientiousness – 2nd most important factor High Openness – next most related Low Neuroticism High Agreeableness – only weakly related to leadership Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Emotional Intelligence & Leadership Definition Underlying Premise The Ability to: Perceive and manage emotions in oneself and in others People who are more able to manage their own and others’ emotions will be more effective leaders Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Focus of Trait Approach Personality Assessments Leader Focuses exclusively on the leader What traits do leaders exhibit? Who has these traits? Organizations use personality assessments to find the “right” people Assumptions: People with certain traits will increase organizational effectiveness Specify characteristics/traits are necessary for specific positions Personality assessment measures for “fit” Instruments: LTQ, Myers Briggs Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Strengths of the Trait Approach Intuitively appeals to followers Perception that leaders are superior because they possess special traits People “need” to view leaders as gifted Is credible due to a century of research support Highlights the role of the leader in the leadership process Provides benchmarks for what to look for when choosing a leader Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Criticism of the Trait Approach No definitive list of leadership traits Endless lists have emerged Doesn’t take into account situational effects Leaders in one situation may not be leaders in another situation Many lists of essential leadership traits are highly subjective Research often fails to look at traits in relationship to leadership outcomes Limited usefuleness for training & development Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

The Romance of Leadership

The Romance of Leadership People like to attribute the success and failures of an organization to its leadership We don’t know very much about successful leadership, but we still believe it’s very important. We have a need to believe that our leaders are superior to us.

The Romance of Leadership Successful leadership is in the eyes of the beholder. Factors that cause people to see success: Organizational success Emotional responses to goals achieved Interactions with the leader Interactions with other followers