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

2. 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
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3. 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
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4. Defining Leadership
“There are almost as many definitions of Leadership as there are persons who have attempted to define the concept.” (Stogdill, 1974)
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5. Definitions of Leadership
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6. 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
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7. 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
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8. 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
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9. 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
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10. Influence Based on Reason or Emotion
Traditional definitions of leadership emphasize rational, cognitive processes
Recent views of leadership emphasize emotional aspects of influence
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11. 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)
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12. 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
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13. 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
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14. 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.”
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15. What Leaders Can Influence
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16. 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
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17. 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
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18. Leadership Causal Chain
Causal Chain of Effects from Two Types of Leader Behavior
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19. Key Variables in Leadership Theories
Characteristics of the Leader
Characteristics of the Follower
Characteristics of the Situation
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20. 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
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21. 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
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22. 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
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23. Causal Relationship Between Key Variables
Causal Relationships Among the Primary Types of Leadership Processes
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24. Overview of Major Research Approaches
Trait approach
Behavior approach
Power-influence approach
Situational approach
Integrative approach
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25. Level of Conceptualization for Leadership
Figure: Levels of Conceptualization for Leadership Processes
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26. 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
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27. 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
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28. 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
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29. 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
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30. 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
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31. 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
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32. 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
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33. 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
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34. 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
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35. Other Bases for Comparing Leadership Theories
Leader vs. Follower-Centered Theory
Descriptive vs. Prescriptive Theory
Universal vs. Contingency Theory
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright © 2010 Pearson Education, Inc.