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Leadership

Session2: Introduction
Northouse, 5th edition

Overview
Conceptualizing Leadership Leadership Definition Components of the Definition Followers & Leadership Challenges of Leadership

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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Conceptualizing Leadership
Some definitions view leadership as: The focus of group processes A personality perspective

An act or behavior
The power relationship between leaders & followers

An instrument of goal achievement


A skills perspective

Leadership Defined

Leadership
is a process whereby an individual influences a group of individuals to achieve a common goal.

Components Central to the Phenomenon of Leadership


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

Definitions of Leadership

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LEADERSHIP DESCRIBED
Trait vs. Process Leadership Assigned vs. Emergent Leadership Leadership & Power Leadership & Coercion Leadership & Management

Trait vs. Process Leadership


Trait definition of leadership:
Certain individuals have special innate characteristics or qualities that differentiate them from nonleaders.
Resides in select people Restricted to those with inborn talent LEADER
Height Intelligence Extroversion Fluency Other Traits

Leadership

FOLLOWERS

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

LEADER Leadership (Interaction)

FOLLOWERS

Assigned vs. Emergent Leadership


Assigned Emergent 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 Seeking others opinions Being firm but not rigid

Leadership based on occupying a position within an organization


Team leaders Plant managers Department heads Directors

Leadership & Power


Power

The capacity or potential to influence.


Ability to affect others beliefs, attitudes & actions

Bases of Social Power French & Raven (1959)

Referent Expert

Legitimate
Reward Coercive

Power is a relational concern for both leaders and followers.

Leadership & Power


Five Bases of Power
REFERENT POWER Based on followers identification and liking for the leader.
ex. A teacher who is adored by 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

Leadership & Power


Five Bases of 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.

Leadership & Power


Types and Bases of Power
Position Power Power derived from office or rank in an organization Legitimate Reward Coercive Personal Power

Power is influence derived from being seen as likable & knowledgeable Referent Expert

Leadership & Coercion


Coercion Involves Use of force to effect change Influencing others to do something via manipulation of rewards and penalties in the work environment Examples of Coercive Leaders Adolf Hitler Saddam Husain Col. Gaddafi Power & restraint used to force followers to engage in extreme behavior

Use of threats, punishments, & negative rewards

The Difference: Perspective


Manager Perspective
Change is a threat to be controlled Change is managed through methods and tools Selected change managers are most qualified to handle change Issues and problems can be cleaned up after the fact

Leader Perspective
Change is a competitive advantage to be embraced Change is led through the heart and mind A team of change leaders is required to lead change Issues and problems can be mitigated proactively

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The Difference: per Craig Hickman


Manager
Analytical, structured, controlled, deliberate, orderly

Leader
Experimental, visionary, flexible, unfettered, creative

Uses the power and logic of the rational mind Considers the dangers Concentrates on short-term results Follows visions Scrutinizes performance Pursues the tangible Performs duties Controls Depends on authority
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Uses the power of intuition and logic of the heart Senses opportunity Focuses on long-term results Creates visions Searches for potential Seeks the intangible Pursues dreams Inspires Depends on influence

Institute for Management Excellence: adapted from Mind of a Manager, Soul of a Leader by Craig Hickman, John Wiley & Sons

The Difference: per Manfred Kets de Vries


Manager
Focuses on the present Prefers stability Orients toward the short term Focuses on procedure Asks what and how

Leader
Looks toward the future Appreciates change Orients toward the long term Engages in a Vision Asks why and what

Prefers to control
Is happy in complexity Uses the rational mind Works within the context of the organization and the business 19

Knows how to delegate


Prefers to simplify Trusts intuition

Source: Management Les nouvelles lois du leadership, 2003.

Takes social and environmental contexts into consideration un bon Chef : Essai de dfinition, Kets de Vries, Manfred, Les Cahiers du

The Difference: John Kotter on Managers Objectives Roles & Responsibilities


Planning
Guiding

Predictability
Order

Budgeting

Reassuring Consistency Zero Deviations Stable Performance

Organizing

Monitoring

Staffing
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Controlling

Short-Term Results

Adaptation: Leading Change, John Kotter, Harvard Business School Press, 1996.

The Difference: John Kotter on Roles & ResponsibilitiesLeaders Objectives


Seeing
Enrolling

Vision
Strategies

Leaders
Movement Energy Passion Change

Visioning

Inspiring Challenge Risk Action

Strategizing

Performing

Risking
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Delegating
Adaptation: Leading Change, John Kotter, Harvard Business School Press, 1996.

Leadership & Management


Kotter (1990)
Management Activities
Produces order and consistency
Planning & Budgeting Organizing & Staffing Controlling & Problem Solving

Leadership Activities
Produces change and movement
Establishing direction Aligning people Motivating / Inspiring

Major activities of management & leadership are played out differently; BUT, both are essential for an organization to prosper.

Leadership & Management


Zaleznik (1977)
Managers
Unidirectional Authority
Are reactive Prefer to work with people on problem solving Low emotional involvement

Leaders
Multidirectional Influence
Are emotionally active & involved

Shape ideas over responding to them


Act to expand available options Change the way people think about what is possible

Successful Change Teams = 75% Leadership + 25% Management

Preface

Leadership is required for change. And so is management


Leaders and managers need to work together A change team made up only of managers even superb managers who are wonderful people will cause major change efforts to fail. (John Kotter)

The key difference between management and leadership is one of perspective Understanding the distinctions between management and leadership is a key step in orchestrating change

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Adaptation: Leading Change, John Kotter, Harvard Business School Press, 1996.

Challenge #2: Transitioning from Manager to Leader

Transitioning from Manager to Leader


The journey from manager to leader, and from leader to executive, has 3 key transition points
Manager: from individual performer to managing a team; whats good for me whats good for my team Leader: from managing a team to orchestrating groups of teams; whats good for my team whats good for the organization Executive: from groups of teams to complex organizations; whats good for my organization whats the larger, longer term context

Transitioning is situational as well as hierarchical


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Transitioning: The Challenge Points


Board of Directors Chairman/CEO Presiden t Sr./Exe Vicec VP President Director Manager Supervi sor Clerical & Line
Executive

Leader

Manager

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Challenge #3: Short- vs. Long-term Perspective

Short- vs. Long-Term: Accomplis View


No judgment should be applied to the notions of short-term and long-term they are both necessary and need to be integrated In general, it is the role of a leader to look into the future and to provide vision In general, it is the role of the manager to help achieve this vision through a series of short-term and medium-term plans and actions.
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Short- vs. Long-Term: The Horizon Perspective


Board of Directors Chairman/CEO
n

President

Sr./Exec VP

Vice President

Director

Manager

Supervisor

Clerical & Line


1 year 2 years 3 years 4 years 5 years 6 years 7 years 8 years 9 years 10 years

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Adaptation: Jaques, Elliott, The Requisite Organization, Cason Hall & Co, Arlington, VA, 1996.

Overcoming the Challenges

Why managers dont make the transition to leader


1.
2. 3.

Overcoming the Challenges


Overwhelmed!
Need for control 7. Too focused on operational and tactical issues 8. Dont understand how Cannot get in . . . 9. No real leaders in the company Performance not good enough Dont want it !

6.

No clearly defined organizational path

4. 5.

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Overcoming Challenges
You must be the change you wish to see in the world.
Mahatma Gandhi Indian Leader

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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 1-34 directions

Level of Conceptualization for Leadership


Intra-individual process focus 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
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