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CHAPTER 1 Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-1 Introduction: The Nature of Leadership
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CHAPTER 1
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-1
Introduction: The Nature of Leadership
Learning ObjectivesAfter Studying this Chapter you should
be able to: Understand the different ways leadership
has been defined. Understand the controversy about
differences between leadership and management.
Understand why it is so difficult to assess leadership effectiveness.
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-2
Learning Objectives (Cont.)
Understand the indicators used to assess leadership effectiveness
Understand what aspects of leadership have been studied the most during the past 50 years.
Understand the organization of this book.
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-3
LEARNING OBJECTIVE 1
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-4
Understand the different ways leadership has been defined
Definition of Leadership “Always, it seems, the concept of
leadership eludes us or turns up in another form to taunt us again with its slipperiness and complexity. So we have invented an endless proliferation of terms to deal with it…and still the concept is not sufficiently defined.”
Bennis (1959)
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-5
Controversies Over Leadership Definitions
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
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-6
Leadership: A Working Definition
“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.”
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-7
LEARNING OBJECTIVE 2
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-8
Understand the controversy about differences between
leadership and management
Controversies about Differences Between Leadership and
Management Leaders and managers as qualitatively
different and mutually exclusive types of people
Leading and managing as different roles or processes
Leading as an influence relationship and managing as an authority relationship
Integrative approach
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-9
LEARNING OBJECTIVE 3
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-10
Understand why it is so difficult to assess leadership
effectiveness
Difficulties With Assessing Leadership Effectiveness
Many different indicators Immediate and delayed outcomes Stakeholders with different preferences Different conceptions of leadership Development of a composite measure
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-11
LEARNING OBJECTIVE 4
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-12
Understand the different indicators used to assess leadership effectiveness
Indicators of Effective Leadership
High group performance Follower satisfaction Improved group processes Career success of leader
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-13
LEARNING OBJECTIVE 5
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-14
Understand what aspects of leadership have been studied
the most over the last 50 years
Ways to Classify Leadership Theory and Research
Type of variable emphasized Type of leader characteristic Level of Conceptualization
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-15
Key Variables in Leadership Theory
Characteristics of the Leader
Characteristics of the Follower
Characteristics of the Situation
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-16
Type of Leadership Characteristic
Trait Approach Behavior Approach Power-Influence Approach Situational Approach Integrative Approach
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-17
Level of Conceptualization
Intra-individual process Dyadic process Group process Organizational process Multi-level theories
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-18
Other Bases for Comparing Leadership Theories
Leader-centered versus follower-centered
Universal versus contingency Descriptive versus prescriptive
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-19
LEARNING OBJECTIVE 6
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-20
Understand the organization of this book
Primary: Type of Leadership Variable Studied
Behavior Approach Trait Approach Situational Approach Power and Influence Approach
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-21
Secondary: Level of Conceptualization
Dyadic level Group level Organizational level Multiple levels Summary of Major Findings
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations 1-22
