Leadership TM05

Copyright © 2005 South-Western.
All rights
reserved.
Introduction to Leadership
1e.
CHAPTER OBJECTIVES
AFTER COMPLETING THIS CHAPTER, YOU SHOULD BE
ABLE TO:
 Define leadership.
 Explain how leadership differs from
management.
reserved.
Copyright © 2005 South-Western. All rights
 Understand how leadership influences
organizational performance.
 Explain the tri-axis model for
conceptualizing organizational leadership.
 Discuss different approaches to studying
organizational leadership.
 Describe the challenges of conducting
research on organizational leadership.
1–2
THE NATURE OF LEADERSHIP
 Common Assumptions:
 Leaders—through their personal qualities,
reserved.
influence, and actions—profoundly shape
societal events (i.e., make a difference).
A leader affects and is affected by followers and
the environment within which he or she
operates.
 Managerial leadership is a process of social
influence whereby an individual exerts influence
on others in an organizational context.
1–3
THE NATURE OF LEADERSHIP
 Effects of Large-scale Industrialization
 Thebureaucratic need (coordination) for
reserved.
managers
 Monitoring and controlling the productivity, quality,
and performance of subordinates.
 The organizational need (direction) for leadership
 Strategic management in building and deploying a
committed workforce of team members.
1–4
LEADERSHIP
 Is a dialectical, proactive process wherein an
individual persuades others to do something
they would not otherwise do.
reserved.
 Is socially constructed through the
interaction of leaders and followers within a
specific context and is equated with power.
1–5
THE SEARCH FOR LEADERSHIP
ALTERNATIVES
 Command and control (traditional) leadership
model—Taylor and Weber
reserved.
 Transformational leadership model—Tichy
and Devanna
 Charismatic leadership model—Conger
 Self-leadership model—Manz and Sims
 “To lead without leading”
1–6
VIEW CD
 If just to learn what is on it and how it all
fits together, it is worth taking a glance at
the Leadership in Organizations CD-ROM
reserved.
right now, if you have not done so already.
 Designed to draw out the intricacies of
leadership theory and practice, the case
studies, in particular, allow for a
surprisingly in-depth look at leadership as
it is exercised at a variety of organizations.
1–7
LEADERSHIP VERSUS MANAGEMENT
 Management Approaches
 The central process through which organizations
reserved.
achieve the semblance of congruence and
direction.
A process designed to coordinate and control
productive activities.
 Managerial Role
 An expected set of activities or behaviors
stemming from a position held in an
organizational setting.
 Planning, organizing, commanding, coordinating, and
controlling 1–8
 Dimensions of Modern Management
 Managerial activities
reserved.
 Planning, organizing, commanding, coordinating, and
controlling
 Managerial contingencies
 Forces and events, both outside and inside the
organization, that affect management behavior
 Managerial processes
 The means by which managers communicate ideas,
gain acceptance of those ideas, and motivate others to
implement them
1–9
(CONT’D)
 Management  Leadership
 Maintainthe  Create vision
reserved.
status quo  Create
change or
 Createorder and movement
consistency  “Doing the right
 “Doing things thing”
right”  Transformational
 Transactional relationships
(contractual) (psychological
relationships contract)
1–10
MANAGEMENT AND LEADERSHIP
COMPARED
reserved.
1–11
Source: Kotter, J. P. (1990). A Force for Change: How Leadership Differs from Management. New York:
Free Press; Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. Table 1.1
LEADING ORGANIZATIONAL CHANGE
 Steps in the Change Process:
 Step 1: Establish a sense of urgency.
reserved.
 Step 2: Create the guiding coalition.
 Step 3: Develop a vision and a strategy.
 Step 4: Communicate the change vision.
 Step 5: Empower broad-based action.
 Step 6: Generate short-term wins.
 Step7: Consolidate gains and produce more
change.
 Step 8: Anchor new approaches in the culture.
1–12
REFLECTIVE QUESTION ▼
 Think about a position you have held in

an organization.
reserved.
 To what extent were you a leader?
 To what extent were you a follower?
 Did the managers exhibit managerial or
leadership behaviors? Explain.
 Do you believe that managers and leaders
reflect fundamentally different personality
types?
1–13
MANAGEMENT AND LEADERSHIP
reserved.
Managerial
Management Leadership
Leadership
1–14
FACTORS USED TO MEASURE
ORGANIZATIONAL PERFORMANCE
reserved.
1–15
Figure 1.1
METHODOLOGICAL CHALLENGES
 Gaining management participation and
disclosure of commercially sensitive
information.
reserved.
 Making subjective judgments about which
criteria to study, which measures to use and
the weight to be assigned each measure.
 Negatively correlated multiple criteria.
 Isolation of external variables to reduce their
influence.
 Difficulties in identifying causal links.
1–16
1–17
Figure 1.2
reserved.
LEADERSHIP AS A
PROCESS
1–18
Figure 1.3
reserved.
PERSPECTIVES ON LEADERSHIP
LEADERSHIP THEORIES: AN
OVERVIEW
 The Trait Perspective
 “Great Man” theories focused on identifying
reserved.
innate (universal) individual qualities or
attributes of leaders that distinguish them from
nonleaders or noneffective leaders.
 The Behavior Perspective
 Theories examining the people- and task-
oriented behaviors and organizational roles that
make leaders most effective.
1–19
LEADERSHIP THEORIES (CONT’D)
 The Contingency Perspective
 The idea that effective leadership (as a style) in
reserved.
a particular case depends on interactions among
the leader, followers, and the situation.
 The Power–Influence Perspective
A sociological viewpoint of the leadership
process in terms of social relations involving the
interplay of power, constraints, conflict, and
cooperation.
1–20
LEADERSHIP THEORIES (CONT’D)
 The Gender–Influence Perspective
 Analyses that consider how the leadership styles
reserved.
of female leaders differ for those of male leaders.
 The Integrative Perspective
 Studies of charismatic leaders that attempt to
combine trait, behavior, and contingency
theories to explain leader–follower relationships.
 The Exchange Perspective
 Theories that focus on leader–follower
interactions— their nature and effects on
leaders, followers, and the organization.
1–21
ISSUES IN LEADERSHIP RESEARCH
 What perspective should researchers and
scholars adopt when studying leadership?
reserved.
 Mainstream approach
 Rationality of organizations
 Efficiency and achievement of organizational goals
 Critical approach
 Applying historical, contextual considerations of
sociological concepts—social structure, processes,
culture, and norms—to discover the in-process ways in
which power, control, conflict, and legitimacy affect
leader–follower dynamics.
1–22
ISSUES IN LEADERSHIP RESEARCH
 To what extent can researchers construct a
truly objective account of the leadership
phenomenon?
reserved.
 Research methodologies
 Research designs
 Political characteristics of leader-follower
relations
 The Constructivist Approach
 Suggests that accounts and interpretations of
what the leader and the situation are perceived
to be result from the interaction of the examined
leader and the researcher in a shared context. 1–23
REFLECTIVE QUESTION ▼
 According to the constructivist

approach to knowledge making,
language does not transmit truth, but
reserved.
rather produces what we come to
regard as truth.
 What are your views of the constructivist
model?
 What are the implications of this view for
understanding leadership studies?
1–24

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Copyright © 2005 South-Western.

 Think about a position you have held in

 According to the constructivist

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