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Leadership and Change 1

The document discusses various perspectives on defining and conceptualizing leadership. It addresses that there is no universal agreement on how to define leadership and that definitions can view it as a focus of group processes, personality, behaviors, or relationship between leaders and followers. Key components of leadership identified are that it is a process, involves influence within a group context, and is aimed at goal attainment. The document also discusses traits versus process perspectives of leadership and the differences between assigned and emergent leadership. It outlines different types of power and compares leadership to management.

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94 views23 pages

Leadership and Change 1

The document discusses various perspectives on defining and conceptualizing leadership. It addresses that there is no universal agreement on how to define leadership and that definitions can view it as a focus of group processes, personality, behaviors, or relationship between leaders and followers. Key components of leadership identified are that it is a process, involves influence within a group context, and is aimed at goal attainment. The document also discusses traits versus process perspectives of leadership and the differences between assigned and emergent leadership. It outlines different types of power and compares leadership to management.

Uploaded by

Azher
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Leadership and Change

Mansoor Ullah Baig


Chapter ONE Introduction Overview

 Conceptualizing Leadership

 Leadership Definition

 Components of the Definition

 Followers & Leadership


Richard Branson Harold A. Poling
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.


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)
Definition Problem
 Rost (1993: 7) found that 60% of the studies from 1910 to
1990 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.
Commonalities Among Leaders
 Leaders do not share common features.

 The only commonality is “FOLLOWERS”


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!


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).
Conceptualizing Leadership
 Some definitions view Leadership as:

o The focus of group processes


o A personality perspective
o An act or behavior
o In terms of the power relationship between leaders &
followers
o An instrument of goal achievement
o A skills perspective
Components Central to the Phenomenon
of Leadership
 Leadership

o Is a process
o Involves influence
o Occurs within a group context
o Involves goal attainment

 Leaders
o Are not above followers
o Are not better than followers
o Rather, an interactive relationship with followers
Leadership Described
Some other questions regarding Leadership:

 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
or inborn characteristics
or qualities that
differentiate
them from non-leaders.
 Resides in selected people
 Restricted to those with
inborn talent
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
Assigned vs. Emergent Leadership
Assigned Emergent

 Leadership based on  An individual perceived by


occupying a position others as the most influential
within an organization member of a group or
 Team leaders organization regardless of the
individual’s title
 Plant managers
 Emerges over time through
 Department heads communication behaviors
 Directors  Verbal involvement
 Being informed
 Seek other’s opinions
 Being firm but not rigid
Leadership & Power

Five
Bases
of
Power
Leadership & Power

Types and Bases of Power


Position Power Personal Power

 Power derived from  Power is influence


office or rank in an derived from being
organization seen as likable &
 Legitimate knowledgeable
 Reward  Referent
 Coercive  Expert
Leadership & Management
Kotter (1990)
Management Leadership
Activities Activities
“Produces order “Produces change
and consistency” and movement”

• Planning & Budgeting • Establishing direction


• Organizing & Staffing • Aligning people
• Controlling & Problem Solving • Motivating / Inspiring

Major activities of management & leadership


are played out differently; BUT, both are essential
for an organization to prosper.
Leadership & Management
Kotter (1990)

Major activities
of management
and leadership
are played out
differently;
BUT, both are
essential for an
organization to
prosper.
Leadership & Management
Zaleznik (1977)

Managers Leaders
Unidirectional Authority Multidirectional Influence

• Are emotionally active


• Are reactive & involved

• Prefer to work with • Shape ideas over


people on problem responding to them
solving
• Act to expand
available options
• Low emotional
involvement
• Change the way people
think about what is
possible
How to develop Leadership?
 The THREE principles of Leadership:

1. There is NO standard formula for leadership. Every


leader has his own unique approach.

2. Leaders and Followers have an interdependent relation.

3. Leaders must be adaptive to respond to a variety of


circumstances and challenges.

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