1. Introduction
Chapter 1

2. 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.

3. 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.

4. 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.

5. 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.

6. 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.

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

8. 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.

9. Trait Approach
Chapter 2

10. 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.

11. 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.

12. 5-Factor Personality Model & Leadership
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

13. 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.

14. 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.

15. 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.

16. 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.

17. 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.

18. The Romance of Leadership

19. 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.

20. 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