Chapter 17 (Leadership) : 1 Video

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CHAPTER 17 (LEADERSHIP)

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1 video
Leadership is both a process and a property. As a process—focusing on what leaders actually do
—leadership is the use of non-coercive influence to shape the group or organization’s goals,
motivate behavior toward the achievement of those goals, and help define group or
organizational culture. As a property, leadership is the set of characteristics attributed to
individuals who are perceived to be leaders. Thus leaders are (1) people who can influence the
behaviors of others without having to rely on force or (2) people whom others accept as leaders.
From these definitions, it should be clear that leadership and management are related, but they
are not the same. A person can be a manager, a leader, both, or neither. For example, when
executing plans, managers focus on monitoring results, comparing them with goals, and
correcting deviations. In contrast, the leader focuses on energizing people to overcome
bureaucratic hurdles to reach goals.

2nd video

Power is the ability to affect the behavior of others. In organizational settings, there are usually
five kinds of power: legitimate, reward, coercive, referent, and expert power

Legitimate power is power granted through the organizational hierarchy; it is the power defined
by the organization to be accorded to people occupying a particular position. 

Reward power is the power to give or withhold rewards. Rewards that a manager may control
include salary increases, bonuses, promotion recommendations, praise, recognition, and
interesting job assignments.  

Coercive power is the power to force compliance by means of psychological, emotional, or


physical threat. 

Referent power is abstract. It is based on identification, imitation, loyalty, or charisma. Followers


may react favorably because they identify in some way with a leader, who may be like them in
personality, background, or attitudes

Expert power: The more important the information and the fewer the people who have access to
it, the greater is the degree of expert power possessed by any one individual. 

The trait approach assumed that some basic trait or set of traits existed that differentiated leaders
from non leaders. If those traits could be defined, potential leaders could be identified.
Researchers thought that leadership traits might include intelligence, assertiveness, above-
average height, good vocabulary, attractiveness, self-confidence, and similar attributes. During
the first half of the twentieth century, hundreds of studies were conducted in an attempt to
identify important leadership traits. For the most part, the results of the studies were
disappointing. 

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