Leadership 1

Chapter 1: Understanding Leadership
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Introduction
• Mutual influence process.
• Leadership demands placed on individuals who
are leaders.
• Chapter examines different ways of looking at
leadership.
Peter Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020 2
Mutual influence process: Concepts essential to leadership: Leadership is a mutual

influence process, involving both leaders and followers.
Leadership demands placed on individuals: In every leadership situation, there are

expectations and demands placed upon one or more individuals to initiate and take
responsibility for a decision, event, or other need. A leader may have a high profile
or a low profile, but in every situation there are leadership demands placed on the
individual who is the leader.
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Leadership Explained (1 of 9)
Leadership Is a Trait
• Trait: Bringing influencing qualities.
• Belief that traits are innate.
• All people have unique traits.
• Right trait in right situation.
Satisfies Learning Objective 1.1: Summarize the seven concepts that are essential to
leadership.
Trait: Bringing influencing qualities: Trait is a distinguishing quality of an individual

and defining leadership as a trait means that each individual brings to the table
certain qualities that influence the way he or she leads.
Belief that traits are innate: Saying that leadership is a trait places a great deal of
emphasis on the leader and on the leader’s special gifts. It follows the often-
expressed belief “leaders are born, not made,” that leadership traits are innate
rather than learned.
All have unique traits: All of us are born with a wide array of unique traits and that
many of these traits can have a positive impact on our leadership. It is possible to
modify or change these traits to become an effective leader.
Right trait in right situation: Although there are many important leadership traits,
what is most important for leaders is having the required traits that a particular
situation demands. Effective leadership results when the leader engages the right
traits in the right place at the right time.
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Leadership Is an Ability
• Ability: Capacity to lead.
• Ability is both natural and acquired.
• Leadership as ability example: John
Wooden.
leadership.
Ability: Capacity to lead: A person who has leadership ability is able to be a leader;
that is, has the capacity to lead.
Ability is both natural and acquired: While the term ability frequently refers to a
natural capacity, ability can be acquired. For example, some people are naturally
good at public speaking, while others rehearse to become comfortable speaking in
public.
Leadership as ability: John Wooden: An example of leadership as ability is the

legendary University of California at Los Angeles basketball coach John Wooden,
whose teams won seven consecutive National Collegiate Athletic Association titles.
Wooden implemented four laws of learning into his coaching: explanation,
demonstration, imitation, and repetition. His goal was to teach players how to do
the right thing instinctively under great pressure.
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Leadership Is a Skill
• Skill: Competency to accomplish task.
• Know what to do and how to do.
• Can be studied and learned.
leadership.
Skill: Competency to accomplish task: Leadership is a skill. Conceptualized as a skill,

leadership is a competency developed to accomplish a task effectively.
Know what to do and how to do: Skilled leaders are competent people. They know
what they need to do, and they know how to do it.
Can be studied and learned: Even without natural ability, like all skills, people can
improve their leadership with practice, instruction, and feedback from others.
Viewed as a skill, leadership can be studied and learned. If you are capable of
learning from experience, you can acquire leadership.
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Leadership Is a Behavior
• Behavioral dimension.
• Leadership behaviors are observable and
require two behaviors:
– Task behaviors.
– Process behaviors.
leadership.
Behavioral dimension: Behavior is what leaders do when they are in a leadership role.
The behavioral dimension is concerned with how leaders act toward others in
various situations.
Leadership behaviors are observable: Unlike traits, abilities, and skills, leadership
behaviors are observable. When someone leads, we see that person’s behavior,
unlike traits, abilities, and skills.
Task behaviors: These are used by leaders to get the job done.
Process behaviors: These are used by leaders to help people feel comfortable with
other group members and at ease in the situations in which they find themselves.
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Leadership Is a Relationship
• Collaboration between leaders and
followers.
• Interactive event.
• Ethical overtone of including followers’
interests.
leadership.
Collaboration between leaders and followers: Leadership is centered on the

communication between leaders and followers rather than on the unique qualities
of the leader. Thought of as a relationship, leadership becomes a process of
collaboration that occurs between leaders and followers.
Interactive event: Leadership is not a linear one-way event, but rather an interactive
event. In traditional leadership, authority is often top down; in the interactive type
of leadership, authority and influence are shared. It is not restricted to the formally
designated leader in a group.
Ethical overtone of including followers’ interests: Thinking of leadership as a

relationship suggests that leaders must include followers and their interests in the
process of leadership. This approach has an ethical overtone because it stresses the
need for leaders to work with followers to achieve their mutual purposes. Stressing
mutuality lessens the possibility that leaders might act toward followers in ways
that are forced or unethical.
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Leadership Is a Relationship
• Susan Komives and civic engagement.
• 7 Cs of Change model.
leadership.
Susan Komives and civic engagement: The premise or working toward a common good
is at the heart of recent work by Susan Komives in the area of civic engagement and
civic responsibility. Komives’ work is geared toward student leaders and how to
empower them to make a difference. According to Komives, civic engagement
entails “the sense of personal responsibility individuals should feel to uphold their
obligations, as part of any community.”
7 Cs of Change Model: Komives’s 7 Cs of Change Model explains the process of

accomplishing positive change. The “seven Cs” are values that enable people to get
to the goal. “Change means improving the status quo, creating a better world,
while demonstrating a comfort with transition and ambiguity during the process.”
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Table 1.2 Universal Leadership Attributes
Positive Leader Attributes
Trustworthy Just Honest
Foresighted Plans ahead Encouraging
Positive Dynamic Motivator
Builds confidence Motivational Dependable
Intelligent Decisive Effective bargainer
Win-win problem solver Communicative Informed
Administratively skilled Coordinator Team builder
Excellence oriented
Negative Leader Attributes

Loner Asocial Noncooperative
Irritable Nonexplicit Egocentric
Ruthless Dictatorial
Source: Adapted from House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of
62 societies. Thousand Oaks, CA: Sage, pp. 677–678. Reprinted with permission.
leadership.
Table 1.2: 7: Cs of Change Model.
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Leadership Is an Influence Process
• Influence the group to achieve common
goal.
• Interactive event between leader and
followers.
• Giving leadership ethical dimension.
leadership.
Leadership is a process whereby an individual influences a group of individuals to

achieve a common goal.
Interactive event between leader and followers: Leadership is not a trait or an ability
that resides in the leader, but rather an interactive event that occurs between the
leader and the followers.
Giving leadership ethical dimension: Stressing common goal gives leadership an ethical
dimension because it lessens the possibility that leaders might act toward followers in
ways that use coercion or are unethical.
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Leadership vs. Management
• Purpose of management is to structure
functions within organizations.
• Frederick Taylor: Key figure in management
theory.
• Barnard’s conceptualization of authority.
• Difference between leadership and
management.
leadership.
Purpose of management: Management emerged out of the industrialization of work

in the early 20th century and its purpose is to structure and coordinate various
functions within organizations.
Frederick Taylor: He was a key figure in the development of management theory.

According to Taylor, the responsibility of workers was to provide the labor, and the
responsibilities of managers were to design the “one best way” for each task to be
done, and then train, monitor, and evaluate each worker.
Barnard conceptualized two types of authority:

1. Authority of position: The power to direct the work of an individual, by
someone in a higher position in an organization’s structure.
2. Authority of leadership: Ascribed to those in the organization who have the
knowledge and ability needed for a task.
Difference between leadership and management: Both leadership and management

involve influence, but leadership is about seeking constructive change, and
management is about establishing order. For example, it is often said that
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“managers are people who do things right, and leaders are people who do the right
thing.”
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Global Leadership Attributes (1 of 2)
• The GLOBE studies.
• Leadership concepts in this chapter are
from North American perspective.
• Identification of leadership characteristics.
Satisfies Learning Objective 1.2: Discuss the findings of the Global Leadership and
Organizational Behavior Effectiveness study.
The GLOBE studies: The GLOBE (Global Leadership and Organizational Behavior
Effectiveness) studies drew on the input of 17,000 people in 62 countries in
determining how leadership varies across the world.
Identification of leadership characteristics: Among the many findings generated by

the GLOBE studies was the identification of positive and negative leadership
characteristics that are universally accepted.
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Global Leadership Attributes (2 of 2)
Table 1.1 Seven Cs of Change Model
Consciousness of Self Consciousness of Self requires an awareness of personal beliefs, values, attitudes,
and emotions. Self-awareness, conscious mindfulness, introspection, and continual
personal reflection are foundational elements of the leadership process.
Congruence Congruence requires that one has identified personal values, beliefs, attitudes, and
emotions and acts consistently with those values, beliefs, attitudes, and emotions.
Congruent individuals are genuine, honest, and live their values.
Commitment Commitment requires an intrinsic passion, energy, and purposeful investment toward
action. Follow-through and willing involvement through Commitment lead to positive
social change.
Collaboration Collaboration multiplies a group’s effort through collective contributions, capitalizing
on the diversity and strengths of the relationships and interconnections of individuals
involved in the change process. Collaboration assumes that a group is working
toward a Common Purpose, with mutually beneficial goals, and serves to generate
creative solutions as a result of group diversity, requiring participants to engage
across difference and share authority, responsibility, and accountability for the
success.
Common Purpose Common Purpose necessitates and contributes to a high level of group trust
involving all participants in shared responsibility toward collective aims, values, and
vision.
Controversy With Civility Within a diverse group, it is inevitable that differing viewpoints will exist. In order for a
group to work toward positive social change, open, critical, and civil discourse can
lead to new, creative solutions and is an integral component of the leadership
process. Multiple perspectives need to be understood and integrated, and they bring
value to a group.
Citizenship Citizenship occurs when one becomes responsibly connected to the
society/community in which one resides by actively working toward change to benefit
others through care, service, social responsibility, and community involvement.
Source: Komives, S. R., Wagner, W., & Associates (Eds.). (2016). Leadership for a better world: Understanding the social change model of leadership (2nd ed.). San Francisco, CA:
Jossey-Bass, p. 21.
Satisfies Learning Objective 1.2: Discuss the findings of the Global Leadership and
Organizational Behavior Effectiveness study.
Table 1.1: Universal Leadership Attributes.
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The Dark Side of Leadership
• Use of influence for personal ends.
• Characterized by “toxicity.”
• Current examples in world.
• Leadership is complex and has many
dimensions.
• Demand for effective leadership.
Satisfies Learning Objective 1.3: Identify examples of destructive leadership.
Use of influence for personal ends: The dark side of leadership is the destructive side of
leadership where a leader uses his or her influence or power for personal ends.
Characterized by “toxicity”: Such leaders are “toxic,” where their leadership leaves
their followers worse off than they found them, often violating the basic human
rights of others and playing to their followers’ basest fears.
Current examples in world: While many cite Adolf Hitler as the prime example of the
dark side of leadership, there are many current examples in the world today from
the regime of Bashar al-Assad in Syria, whose leadership has led to violent civil war
that has left hundreds of thousands dead, to religious extremist groups, such as ISIS
and al-Qaeda, who use their followers to engage in mass murder of innocents.
Complex and has many dimensions: The meaning of leadership is complex and
includes many dimensions. For some people, leadership is a trait or an ability, for
others it is a skill or a behavior, and for still others it is a relationship or a process. In
reality, leadership probably includes components of all of these dimensions. Each
dimension explains a facet of leadership.
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Demand for effective leadership: There is a strong demand for effective leadership in
society today. People feel the need for leadership in all aspects of their lives. They
want leaders in their personal lives, at school, in the work setting, and even in their
spiritual lives.
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Chapter 1: Understanding Leadership

Mutual influence process: Concepts essential to leadership: Leadership is a mutual

Leadership demands placed on individuals: In every leadership situation, there are

Trait: Bringing influencing qualities: Trait is a distinguishing quality of an individual

Leadership as ability: John Wooden: An example of leadership as ability is the

Skill: Competency to accomplish task: Leadership is a skill. Conceptualized as a skill,

Collaboration between leaders and followers: Leadership is centered on the

Ethical overtone of including followers’ interests: Thinking of leadership as a

7 Cs of Change Model: Komives’s 7 Cs of Change Model explains the process of

Negative Leader Attributes

Table 1.2: 7: Cs of Change Model.

Leadership is a process whereby an individual influences a group of individuals to

Purpose of management: Management emerged out of the industrialization of work

Frederick Taylor: He was a key figure in the development of management theory.

Barnard conceptualized two types of authority:

Difference between leadership and management: Both leadership and management

Identification of leadership characteristics: Among the many findings generated by

Table 1.1: Universal Leadership Attributes.

Satisfies Learning Objective 1.3: Identify examples of destructive leadership.

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