1. Leadership and Change
Mansoor Ullah Baig

3. Chapter ONE Introduction Overview
Conceptualizing Leadership
Leadership Definition
Components of the Definition
Followers & Leadership

4. Richard Branson
Harold A. Poling
Richard Branson

6. Leadership Defined
The skill/ability of an individual to influence group of people through, inspiration, encouragement and motivation with the purpose to create energy/movement in them, gain their trust, and achieve organizational goals.

7. Definition cont’d…
Leadership is the art of influencing others to their maximum performance to accomplish any task, objective or project. (Cohen, 1990: 9)
Leadership is a process of giving purpose (meaningful direction) to collective effort, and causing willing effort to be expended to achieve purpose. (Jacobs & Jaques, 1990: 281)
Leadership requires using power to influence the thoughts and actions of other people. (Zalenik, 1992)

8. Definition Problem
Rost (1993: 7) found that 60% of the studies from 1910 to contained no clear statement of definition for leadership.
Scholars have not reached on a consistent agreement as to how to best define leadership (Bass 1990; Rost 1993; Yukl 2006)
“Leadership is ” In fact, as Stogdill (1974, p. 7) pointed out in a review of leadership research, there are almost as many different definitions of leadership as there are people who have tried to define it.

9. Commonalities Among Leaders
Leaders do not share common features.
The only commonality is “FOLLOWERS”

10. The Leadership Mystery
Individuals are interested for personal reasons
Why organizations are interested in Leadership?
Politicians also find the concept of Leadership attractive
General Masses want LEADERS!

11. Cont’d…
A review of the scholarly studies on leadership shows that there is a wide variety of different theoretical approaches to explain the complexities of the leadership process.
(e.g., Bass, 1990; Bryman, 1992; Bryman, Collinson, Grint, Jackson & Uhl-Bien, 2011; Day & Antonakis, 2012; Gardner, 1990; Hickman, 2009; Mumford, 2006; Rost, 1991).

12. 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

13. Components Central to the Phenomenon of 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

14. Leadership Described Some other questions regarding Leadership:
Trait vs. Process Leadership
Assigned vs. Emergent Leadership
Leadership & Power
Leadership & Coercion
Leadership & Management

15. Trait vs. Process Leadership
Trait definition of leadership:
Certain individuals have special innate or inborn characteristics or qualities that differentiate them from non-leaders.
Resides in selected people
Restricted to those with inborn talent

16. 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

17. Assigned vs. Emergent Leadership
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

18. Leadership & Power
Five Bases of Power

19. Types and Bases of Power
Leadership & Power
Types and Bases of Power
Position Power
Personal Power
Power derived from office or rank in an organization
Legitimate
Reward
Coercive
Power is influence derived from being seen as likable & knowledgeable
Referent
Expert

20. Leadership & Management Kotter (1990)
Activities
Leadership
Activities
“Produces order
and consistency”
“Produces change
and movement”
Planning & Budgeting
Organizing & Staffing
Controlling & Problem Solving
Establishing direction
Aligning people
Motivating / Inspiring
Major activities of management & leadership
are played out differently; BUT, both are essential
for an organization to prosper.

21. Leadership & Management Kotter (1990)
Major activities of management and leadership
are played out differently;
BUT, both are essential for an organization to prosper.

22. Leadership & Management Zaleznik (1977)
Managers
Unidirectional Authority
Leaders
Multidirectional Influence
Are emotionally active
& involved
Are reactive
Shape ideas over
responding to them
Prefer to work with
people on problem
solving
Act to expand
available options
Low emotional
involvement
Change the way people
think about what is
possible

23. How to develop Leadership?
The THREE principles of Leadership:
There is NO standard formula for leadership. Every leader has his own unique approach.
Leaders and Followers have an interdependent relation.
Leaders must be adaptive to respond to a variety of circumstances and challenges.