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2. Our View of Leadership: Triadic Reciprocal Causation. Overview. Conceptualizing Leadership Leadership Definition Components of the Definition Followers
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1. Leadership
2. 2
3. Overview Conceptualizing Leadership
Leadership Definition
Components of the Definition
Followers & Leadership
4. Conceptualizing Leadership 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 Leader at center of group change & activity represents the will of the group
combo of special traits/characteristics - allows them to affect others to accomplish tasks.
3. Things leaders do that bring about change
4. Leaders have power and use it to cause change
5. In helping group members achieve their goals/meet needs
Leader at center of group change & activity represents the will of the group
combo of special traits/characteristics - allows them to affect others to accomplish tasks.
3. Things leaders do that bring about change
4. Leaders have power and use it to cause change
5. In helping group members achieve their goals/meet needs
5. Leadership Defined Leadership
is a process whereby an individual influences a group of individuals to achieve a common goal.
6. Components Central to the Phenomenon of Leadership Is a process
Involves influence
Occurs within a group context
Involves goal attainment
7. LEADERSHIPDESCRIBED Trait vs. Process Leadership
Assigned vs. Emergent Leadership
Leadership & Power
Leadership & Coercion
Leadership & Management
8. Trait vs. Process Leadership Certain individuals have special innate or inborn characteristics or qualities that differentiate them from nonleaders.
Resides in select people
Restricted to those with inborn talent
9. Trait vs. Process 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
10. 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 individuals title
Emerges over time through communication behaviors
Verbal involvement
Being informed
Seek others opinions
Being firm but not rigid
11. Leadership & Power The capacity or potential to influence.
Ability to affect others beliefs, attitudes & actions Referent
Expert
Legitimate
Reward
Coercive
12. Leadership & Power Five Bases of Power
13. Leadership & Power REFERENT POWER Based on followers identification and liking for the leader.
ex. A schoolteacher who is adored by her students has referent power.
EXPERT POWER Based on followers perceptions of the leaders competence.
ex. A tour guide who is knowledgeable about a foreign country has expert power.
LEGITIMATE POWER Associated with having status or formal job authority.
ex. A judge who administers sentences in the courtroom exhibits legitimate power Five Bases of Power
14. Leadership & Power REWARD POWER Derived from having the capacity to provide rewards to others.
ex. A supervisor who gives rewards to employees who work hard is using reward power.
COERCIVE POWER Derived from having the capacity to penalize or punish others.
ex. A coach who sits players on the bench for being late to practice is using coercive power. Five Bases of Power
15. Leadership & 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
16. Leadership & Coercion Use of force to effect change
Influencing others to do something via manipulation of rewards and penalties in the work environment
Use of threats, punishments, & negative rewards Adolf Hitler
Pol Pot
David Koresh
17. Leadership & Management Kotter (1990)
18. Leadership & Management Kotter (1990)
19. Leadership & ManagementZaleznik (1977)
20. 20 Who are the constituents of organizational leadership? PAST: employee, employee families, communities
PRESENT: Stockholder, employee, employee families, communities, industry, state, country
FUTURE: Stockholder, employee, employee families, communities, industry, state, country, legacy of leader, legacy of organization
21. 21 The New Reality for Leadership OLD Paradigm
Stability
Control
Competition
Uniformity
Self-centered
Hero NEW Paradigm
Change/crisis mgt.
Empowerment
Collaboration
Diversity
Higher purpose
Humble
Learning Organizations
22. 22 Top Seven Reasons for Executive Derailment Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious, self-centered, thinking of next job, playing politics
Having specific performance problems with the business
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates