Introduction: The Nature of Leadership CHAPTER 1 Introduction: The Nature of Leadership Chapter 1

Learning Objectives Understand why leadership has been defined in so many different ways Understand how leadership will be defined in this book Understand the controversy about differences between leadership and management Understand why it is so difficult to assess leadership effectiveness Chapter 1

Learning Objectives (Cont.) Understand the different indicators used to assess leadership effectiveness Understand what aspects of leadership have been studied the most during the past 50 years Understand how leadership can be described as an individual, dyadic, group, or organizational process Understand the organization of this book Chapter 1

Defining Leadership “There are almost as many definitions of Leadership as there are persons who have attempted to define the concept.” (Stogdill, 1974) Chapter 1

Definitions of Leadership Chapter 1

Additional Controversy Specialized role or shared influence process Type of influence process Purpose of influence attempts Influence based on reason or emotions Direct versus indirect leadership Leadership versus management Chapter 1

Specialized Role or Shared Influence Process Specific leadership role – some functions cannot be shared Leaders and followers Shared Influence Process Naturally occurring Any member can be a leader at any time Chapter 1

Type of Influence Process Leadership only occurs when influence attempts results in enthusiastic commitment All types of influence need to be examined – even when forcing or manipulating subordinates Chapter 1

Purpose of Influence Attempts Leadership occurs only when people are influenced to do what is ethical and consistent with organizational goals Look at outcome of the influence attempts and not necessarily the leader’s intended purpose Chapter 1

Influence Based on Reason or Emotion Traditional definitions of leadership emphasize rational, cognitive processes Recent views of leadership emphasize emotional aspects of influence Chapter 1

Leadership vs. Management Leaders and managers are completely different and mutually exclusive Managers are concerned with doing things right (efficiency) Leaders are concerned with doing the right things (effectiveness) Chapter 1

Leadership vs. Management (Cont.) Leaders and managers are different roles but don’t have to be different types of people Mintzberg’s 10 leadership roles Kotter differentiating between managers and leaders in terms of core processes and intended outcomes Rost view of management as an authority relationship and leadership as a multidirectional influence relationship Chapter 1

Direct vs. Indirect Leadership Leader’s direct influence on immediate subordinates Leader’s direct influence on lower-level employees, peers, bosses, or outsiders Indirect leadership Cascading effect of leadership influence Influence over formal programs, management systems, and structural forms Influence over organizational culture Chapter 1

A Working Definition of Leadership “Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives.” Chapter 1

What Leaders Can Influence Chapter 1

Indicators of Leadership Effectiveness Performance and growth of leader’s group or organization Follower attitudes and perceptions of the leader Leader’s contribution to the quality of group processes Extent to which a person has a successful career as a leader Development of a composite measure Chapter 1

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 and delayed outcomes May be inconsistent and move in opposite directions Chapter 1

Leadership Causal Chain Causal Chain of Effects from Two Types of Leader Behavior Chapter 1

Key Variables in Leadership Theories Characteristics of the Leader Characteristics of the Follower Characteristics of the Situation Chapter 1

Characteristics of the Leader Traits (motives, personality, values) Confidence and optimism Skills and expertise Behavior Integrity (honesty, behavior consistent with values) Influence tactics Attributions about followers Chapter 1

Characteristics of the Follower Traits (needs, values, self concepts) Confidence and optimism Skills and expertise Attributions about the leader Trust in the leader Task commitment and effort Satisfaction with job and leader Chapter 1

Characteristics of the Situation Type of organizational unit Size of unit Position power and authority of leader Task structure and complexity Task interdependence Environmental uncertainty External dependencies National cultural values Chapter 1

Causal Relationship Between Key Variables Causal Relationships Among the Primary Types of Leadership Processes Chapter 1

Overview of Major Research Approaches Trait approach Behavior approach Power-influence approach Situational approach Integrative approach Chapter 1

Level of Conceptualization for Leadership Figure: Levels of Conceptualization for Leadership Processes Chapter 1

Research Questions at Different Levels of Conceptualization Intra-Individual Theories How leaders manage their time How leader traits and values influence leadership behavior How leader skills are related to leader behavior How leaders make decisions Chapter 1

Research Questions at Different Levels of Conceptualization (Cont.) Intra-Individual Theories (Cont.) How leaders are influenced by role expectations and constraints How leaders react to feedback and learn from experience How leaders can use self-management techniques How leaders can use self-development techniques Chapter 1

Research Questions at Different Levels of Conceptualization (Cont.) Dyadic Theories How a leader influences subordinate motivation and task commitment How a leader facilitates the work of a subordinate How a leader interprets information about a subordinate How a leader develops a subordinate’s skills and confidence Chapter 1

Research Questions at Different Levels of Conceptualization (Cont.) Dyadic Theories (Cont.) How a leader influences subordinate loyalty and trust How a leader uses influence tactics with a subordinate, peer, or boss How a leader and a subordinate influence each other How a leader develops a cooperative exchange relationship with a subordinate Chapter 1

Research Questions at Different Levels of Conceptualization (Cont.) Group-Level Theories How different leader-member relations affect each other and team performance How leadership is shared in the group or team How leaders organize and coordinate the activities of team members How leaders influence cooperation and resolve disagreements in the team or unit Chapter 1

Research Questions at Different Levels of Conceptualization (Cont.) Group-Level Theories (Cont.) How leaders influence collective efficacy and optimism for the team or unit How leaders influence collective learning and innovation in the team or unit How leaders influence collective identification of members with the team or unit How unit leaders obtain resources and support from the organization and other units Chapter 1

Research Questions at Different Levels of Conceptualization (Cont.) Organization-Level Theories How top executives influence lower-level members How leaders are selected at each level (and implications of process for the firm) How leaders influence organizational culture How leaders influence the efficiency and the cost of internal operations Chapter 1

Research Questions at Different Levels of Conceptualization (Cont.) Organization-Level Theories (Cont.) How leaders influence human relations and human capital in the organization How leaders make decisions about competitive strategy and external initiatives How conflicts among leaders are resolved in an organization How leaders influence innovation and major change in an organization Chapter 1

Level of Conceptualization for Leadership Intra-individual process – focuses on processes within a single individual Dyadic process – focuses on the relationship between a leader and another individual Group process – focuses on the leadership role in a task group and how a leader contributes to group effectiveness Organizational process – focuses on leadership as a process that occurs in a larger open system in which groups are a subsystem Multi-level theories – include constructs from more than one level of explanation Chapter 1

Other Bases for Comparing Leadership Theories Leader vs. Follower-Centered Theory Descriptive vs. Prescriptive Theory Universal vs. Contingency Theory Chapter 1

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