Chapter 1

The nature and

importance of
leadership

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 Content
1.1 Defining leadership
1.2 Leadership vs. management
1.3 Leadership effectiveness
1.4 Leadership role
1.5 Followership

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 1.1 Defining leadership
Abraham Lincoln
(1809-1865)

Mahatma Gandhi Nelson Mandela

(1869-1948) (1918-2013)

Mother Teresa
(1910-1997) Ho Chi Minh
(1890-1969)

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 1.1 Defining leadership
• The Evolution of Leadership Definitions
• 1900-1929: Control and centralization of power
• 1930s: Trait approach
• 1940s: Group approach
• 1950s: Group theory, shared goals, and effectiveness
• 1960s: Leadership as behavior
• 1970s: Organizational behavior

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 1.1 Defining leadership
• The Evolution of Leadership Definitions
• 1980s – Explosion of research
• Leader’s will
• Influence
• Traits
• Transformation

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 1.1 Defining leadership
• The Evolution of Leadership Definitions
• 1990s – Explosion of research
• Servant leadership
• Followership
• Adaptive leadership

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 1.1 Defining leadership
• The Evolution of Leadership Definitions
• 21st century – The process of leadership
• Authentic leadership
• Ethical leadership
• Spiritual leadership
• Discursive leadership
• Humble leadership
• Inclusive leadership

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 1.1 Defining leadership
Some definitions view leadership as:
A personality
perspective The power
relationship between
leaders & followers
A skills perspective

An act or behavior

The focus of
group processes
A transformational
process

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 1.1 Defining leadership
• “The ability to impress the will of the leader on
those led and induce obedience, respect, loyalty,
and cooperation” (Moore, 1927).
• “The behavior of an individual while involved in
directing group activities” (Hemphill, 1949).

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 1.1 Defining leadership
• “The process of influencing the activities of an
organized group in its effort toward goal setting
and goal achievement” (Stogdill,1950).
• “Interpersonal influence exercised in situations
and directed, through the communication process,
toward the attainment of a specified goal or goals”
(Tannenbaum, Weschler, Masarik, 1961).

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 1.1 Defining leadership
• “An individual’s effort to change the behavior of
others” (Bass, 1961).
• “The use of power to influence the attitude and
behavior of other people” (Zaleznik, 1977).
• “Inducing a subordinate to behave in a desired
manner” (Bennis and Nanus, 1985).
• “The interaction between two or more members of
a group that often involves a structuring or
restricting of a situation” (Bass, 1990).

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 1.1 Defining leadership
• “The ability to inspire confidence and support
among the people who are needed to achieve
organizational goals” (Durbin, 2012).
• “The process whereby an individual influences a
group of individuals to achieve a common goal”
(Northouse, 2016).

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 1.1 Defining leadership

Leadership

a process whereby an individual influences a group

of individuals to achieve a common goal.

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 1.2 Leadership vs. management
Management

Planning Organizing Leading Controlling

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 1.2 Leadership vs. management
Leadership

Initiative

Controlling

Motivation

Inspiration

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 1.2 Leadership vs. management

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 1.2 Leadership vs. management
Leadership & Management, Kotter (1990)
Management Leadership
“Produces order and “Produces change and
consistency” movement”
• Planning & budgeting • Establishing direction
• Organizing & staffing • Aligning people
• Controlling & problem • Motivating/Inspiring
solving

Major activities of management & leadership are played

out differently; BUT, both are essential for an organization
to prosper.
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 1.2 Leadership vs. management
Vision establishment
• Management • Leadership
• Plans and budgets • Set direction and
• Develop process steps develops the vision
and set timelines • Develop strategic plans
• Display impersonal • Display passionate
attitudes about the vision and goals
vision and goals

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 1.2 Leadership vs. management
Human development and networking
• Management • Leadership
• Organize and staff • Align organization
• Maintain structure • Communication
• Delegate responsibility • Influence creation of
• Establish policy teams, partnership
• Display low emotions • Display driven and high
• Limit employee choice emotions
• Increase choices

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 1.2 Leadership vs. management
Vision executive
• Management • Leadership
• Control processes • Motivate and inspire
• Identifies problems • Energize employees to
• Solves problems overcome barriers to
• Monitor results change
• Satisfies basic human
needs

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 1.2 Leadership vs. management
Vision outcome
• Management • Leadership
• Manage vision order • Promote useful and
and predictability dramatic changes, such
• Provide expected as new products or
results consistently to approaches to
leadership and other improving labor
stakeholders relations

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 1.3 Leadership effectiveness

Does Leadership Impact Organizational

Performance?

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 1.3 Leadership effectiveness
• Does Leadership Impact Organizational
Performance?
☺ Research shows leadership matters when
☺ Leader is perceived to be responsible and
inspirational.
☺ Leaders are involved in making decisions and these
individuals are knowledgeable about the problem to
be resolved.
☺ Leaders change, company performance changes.

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 1.3 Leadership effectiveness
• Does Leadership Impact Organizational
Performance?
☺ Leaders are responsible for:
☺ higher profit, higher revenue, higher customer
satisfaction, …
☺ more follower’s engagement and involvement
☺ sustainable development

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 1.3 Leadership effectiveness
• Does Leadership Impact Organizational
Performance?
 Arguments against the importance of
leadership include:
 Leaders can be irrelevant when factors outside the
leader’s control have a larger impact
 Organizational systems are far too complex to
attribute success to leadership

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 1.3 Leadership effectiveness
• Does Leadership Impact Organizational
Performance?
 Arguments against the importance of
leadership include:
 Substitutes exist for leadership

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 1.4 Leadership role
• A role is an expected set of activities or
behaviors stemming from one’s job.
• Mintzberg and other researchers identified
eleven roles as part of the leadership
function of management

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 1.4 Leadership role
Figure-
head
Spokes-
Executor
person

Strategy Nego-
developer tiator

Leadership
role Coach
Entre-
and
preneur
motivator

Technical
Team
problem
builder
solver

Inclusion Team
facilitator player
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 1.4 Leadership role
• Figurehead
✓ normally the high-ranking leader
✓ serving as an official representative of the
organization to other stakeholders
✓ escorting official visitors

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 1.4 Leadership role
• Spokeperson
✓ answering letters or inquiries and formally
reporting to individuals and groups:
✓ upper-level management
✓ clients or customers
✓ other important outsiders such as labor union
✓ professional colleagues
✓ public

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 1.4 Leadership role
• Negotiator
✓ make deals with others for needed resources:
✓ with superiors for various forms of support
✓ with other units for the use of staff, facilities,
equipment, or other forms of support
✓ with suppliers and vendors for services, schedules, …
✓ with job candidates about compensation and benefits

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 1.4 Leadership role
• Coach and motivator
✓ recognizing team members’ achievements
✓ providing team members with feedback
✓ implementing rewards and punishments
✓ inspiring team members

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 1.4 Leadership role
• Team builder
✓ initiating activities that contribute to group
morale
✓ building group identity
✓ encouraging teambuilding activities

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 1.4 Leadership role
• Team player
✓ displaying appropriate personal conduct
✓ cooperating with other units in the organization
✓ displaying loyalty to superiors by fully supporting
their plans and decisions

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 1.4 Leadership role
• Inclusion facilitator
✓ helping all team members, group membersfeel
included and welcome
✓ build a demographically and culturally diverse
workforce
✓ encourage team members to make sure that all
coworkers feel like “one of the gang”
✓ take a personal interest in each member

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 1.4 Leadership role
• Technical problem solver
✓ serving as a technical expert or adviser, such as
helping the group make social marketing
✓ performing individual contributor tasks on a
regular basis, such as making sale calls

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 1.4 Leadership role
• Entrepreneur
✓ suggesting innovative ideas
✓ furthering the business aspects of the firm

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 1.4 Leadership role
• Strategy developer
✓ shaping the future of the organization
✓ setting a vision and direction for the organization
✓ helping the organization deal with the external
environment
✓ helping develop organizational policies

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 1.4 Leadership role
• Executor
✓ making things happen
✓ translating strategy into action
✓ making change happen
✓ holding people accountable to ensure that productive
work is accomplished

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 1.5 Followership
• To be an effective leader, one needs good
followers
• Leaders cannot exist without followers
• Followers differ in their individual
engagement approach to being a group
member

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 1.5 Followership
• Types of followers

From “Followership” by Barbara Kellerman, Harvard Business School

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 1.5 Followership
• Isolates:
• Completely detached
• There to do what they must to get by and
nothing more
• Alienated from the system and the organization
• Silent and ignored

By default, they strengthen leaders who already

have the upper hand

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 1.5 Followership
• Bystanders:
• Observe, but do not participate
• Stand aside and disengage from group dynamic
• They do nothing even when doing something is
not especially costly or especially risky
• Free riders – content to let others make the
group’s decisions and do the group’s work

Bystanders give other followers a bad name

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 1.5 Followership
• Participants:
• Are in some way engaged
• Either clearly favor leaders or clearly opposed
• Invest their engagement to try to have an impact
• While generally supportive of their leader and of
the organization of which they are members,
nevertheless go their own way

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 1.5 Followership
• Activists:
• Feel strongly about their leaders
• Eager, energetic, and engaged
• Work hard either on behalf of their leaders
• Either a major resource or a major bane
• Care about leaders, other followers and
organization
• Can be dangerous when they are determined
about ill-considered or wrongheaded impacts.

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 1.5 Followership
• Diehards:
• Are prepared to die if necessary for their cause
• Deeply devoted to leaders or ready to remove
them from power, authority, and influence
• Defined by their dedication
• Is all-consuming - it is who you are - it
determines what you do
• They are rare
• Once exception is the military

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