Because learning changes everything.

Chapter 1
What Do We Mean
by Leadership?

Copyright ©2022 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
 Chapter Outline

• Introduction
• What is leadership?
• Leadership myths
• The interactional framework for analyzing leadership
• Illustrating the interactional framework: women in
leadership roles
• There is no simple recipe for effective leadership

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 Introduction

Lives of great men all remind us We can make our lives

sublime and, departing, leave behind us footprints on the
sands of time.
• Henry Wadsworth Longfellow.

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 Profiles in Leadership

• Sheikh Zayed bin Sultan Al Nahyan

• Bill Gates
• Alexander Hamilton
• Harry Truman
• Paul Revere

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 Leadership 1

Complex phenomenon involving a leader, his or her followers, and a

situation.

Because of the complexity of leadership, leadership researchers have

defined the concept in many different ways:

• Process by which an agent induces a subordinate to behave in a

desired manner.
• Directing and coordinating the work of group members.
• Interpersonal relation in which others comply because they want to,
not because they have to.

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 Leadership 2

Process of influencing an organized group toward accomplishing its

goals.

Actions that focus resources to create desirable opportunities.

Creating conditions for a team to be effective.

The ability to engage employees, the ability to build teams, and the ability
to achieve results.
• The first two represent the how and the latter the what of leadership.

A complex form of social problem solving.

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 Difference between Successful Managers and Effective
Managers

Successful managers Effective managers

• Those promoted quickly Make real contributions to their
through the ranks organization’s performance.
• Spend more time in
organizational socializing and
politicking.
• Spend less time on traditional
management responsibilities
such as planning and decision
making.

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 Leadership Is Both a Science and an Art

Bass & Stogdill’s Handbook of Leadership: Theory, Research, and

Managerial Applications cites approximately 8,000 studies on leadership.
• Reflects the scope of the science of leadership.

Leadership remains partly an art as well as a science.

• Some managers may be effective leaders without ever having taken a
course or training program in leadership.
• Some scholars in the field of leadership may be relatively poor leaders
themselves.
• Skills in analyzing and responding to situations vary greatly across
leaders.

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 Leadership Is Both Rational and Emotional 1

Leadership includes actions and influences based on:

• Reason and logic.

• Inspiration and passion.

Since people are both rational and emotional, leaders use rational
techniques and emotional appeals to influence followers.
• Leaders should weigh the rational and emotional consequences of
their actions.

Aroused feelings can be used either positively or negatively,

constructively or destructively.
• Some leaders have been able to inspire others to deeds of great
purpose and courage.
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 Leadership Is Both Rational and Emotional 2

• The mere presence of a group can cause people to act differently than
when they are alone.
• Some scholars suggest that the very idea of leadership maybe rooted
in people's emotional needs.
• Romance of leadership may be a cultural myth that has utility only
until it affects how people create meaning about causal events in
complex social systems.

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 Distinctions between Managers and Leaders

Managers: Leaders:

• Administer. • Innovate.
• Maintain. • Develop.
• Control. • Inspire.
• Have a short-term view. • Have a long-term view.
• Ask how and when. • Ask what and why.
• Imitate. • Originate.
• Accept the status quo. • Challenge the status quo.

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 Figure 1.1: Leadership and Management Overlap

Access the text alternative for slide images.

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 Leadership Myths 1

Good leadership is all common sense.

• The term common sense is ambiguous.
• If leadership were simply common sense, then there would be fewer
workplace problems.
• One challenge of understanding leadership may be to know when
common sense applies and when it does not.

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 Leadership Myths 2

Leaders are born, not made.

Innate factors and formative experiences influence behavior and

leadership.
• There is a genetic component to intelligence, but a leader might
require advanced education in specialized fields as well.

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 Leadership Myths 3

Research shows cognitive abilities and personality traits are partially

innate.
• Natural talents or characteristics may offer certain advantages or
disadvantages to a leader.

Different environments can nurture or suppress different leadership

qualities.

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 Leadership Myths 4

The only school where leadership is learnt from is the school of hard
knocks.
• Formal study and experiential learning complement each other.
• Formal study of leadership provides students with a variety of ways of
examining a particular leadership situation.
• Studying the different ways researchers have defined and examined
leadership helps students use these definitions and theories to better
understand what is going on in any leadership situation.

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 Figure 1.2: An Interactional Framework for Analyzing
Leadership

Source: Adapted from E. P. Hollander, Leadership Dynamics: A Practical Guide to Effective Relationships (New York: Free Press, 1978).

Access the text alternative for slide images.

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 The Interactional Framework for Analyzing Leadership

States that leadership is a function of three elements—the leader, the

followers, and the situation.
• Example: In-groups and out-groups.
• In-groups: High degree of mutual influence and attraction between the
leader and a few subordinates.

• The subordinates feel a high degree of loyalty, commitment, and trust

toward the leader.

• Other subordinates belong to the out-group.

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 Leader as an Individual 1

Characteristics include:

• Unique personal history.

• Interests.
• Character traits.
• Motivation.

Effective leaders differ from their followers and from ineffective leaders
on elements such as personality traits, cognitive abilities, skills, and
values.

Leaders are generally calm and are not prone to emotional outbursts.

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 Leader as an Individual 2

Leaders appointed by superiors may have less credibility and may get
less loyalty
• Leaders elected or emerging by consensus from ranks of followers
are viewed as more effective.

Leader’s experience or history in a particular organization is usually

important to her or his effectiveness.

Leader’s legitimacy is affected by the extent of follower participation in a

leader’s selection.

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 Followers 1

Both practitioners and scholars stress the relatedness of leadership and

followership.

Following aspects of followers affect the leadership process:

• Expectations
• Personality traits
• Maturity levels
• Levels of competence
• Motivation

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 Followers 2

Workers who share a leader’s goals and values, and who feel intrinsically
rewarded for performing a job well may be more motivated.

Following factors have significant implications:

• Number of followers reporting to a leader.

• Followers’ trust and confidence in the leader.

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 Followers 3

Importance of the leader and follower relationship has undergone

dynamic change for the following reasons:

• Increased pressure to function with reduced resources.

• Trend toward greater power sharing and decentralized authority in
organizations.
• Increase in complex problems and rapid changes in an organization
creating the demand for more people to solve them.

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 Followers 4

Ways in which followers can take on new leadership roles and

responsibilities in the future.
• Being proactive in their stance toward organizational problems by
playing an active and constructive role collaborating with leaders in
solving problems.
• Contributing to the leadership process by becoming skilled at
"influencing upward."
• Staying flexible and open to opportunities.

Alternative approach to understanding followership.

• Constructionist approach: Views leadership as combined acts of
leading and following by different individuals, whatever their formal
titles or positions in an organization may be

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 The Situation

• Leadership makes sense in the context of how the leader and

followers interact in a given situation.
• Most ambiguous aspect of the leadership framework.

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 Illustrating the Interactional Framework: Women in
Leadership Roles 1

• Women are taking on new leadership roles in greater numbers than

ever before.
• Problems that constrain the opportunity for capable women to rise to
the highest leadership roles in organizations still exist.

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 Illustrating the Interactional Framework: Women in
Leadership Roles 2

Findings from studies regarding problems that constrain women from

gaining leadership roles.
• Mentors of women executives had less organizational influence and
clout than did the mentors of their male counterparts.
• Compared to men, women’s trust in each other decreases when work
situations become more professionally risky.
• Strong masculine stereotype of leadership continues to exist in the
workplace.
• Women are seen as less well suited to the requirements of leadership
than men.
• Women are viewed as more apt to allow their decisions and actions to
be "controlled" by their emotions.

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 Illustrating the Interactional Framework: Women in
Leadership Roles 3

Practice interactive leadership.

• Interactive leadership developed by women’s socialization
experiences and career paths.

Factors that explain the shift toward more women in leadership roles.
• Women themselves have changed.
• Leadership roles have changed.
• Organizational practices have changed.
• Culture has changed.

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 Illustrating the Interactional Framework: Women in
Leadership Roles 4

Glass cliff: Female candidates for an executive position are more likely
to be hired than equally qualified male candidates when an organization’s
performance is declining.
• Challenge for women in addition to the glass ceiling.
• Reflects a greater willingness to put women in precarious positions.

The women’s use of interactive leadership has its roots in socialization,

and the women interviewees believe that it benefits their organizations.

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 Things to Keep in Mind for Effective Leadership 1

Leadership must always be assessed in the context of the leader, the

followers, and the situation.

Leaders may need to respond to:

• Various followers differently in the same situation.

• Same followers differently in different situations.

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 Things to Keep in Mind for Effective Leadership 2

Followers may respond to:

• Various leaders differently.

• Each other differently with different leaders.

Two leaders may have different perceptions of the same followers or

situations.

Conclusion: The right behavior in one situation is not necessarily the right
behavior in another situation.

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 Summary

• Leadership is the process of influencing an organized group toward

achieving its goals.
• Considerable overlap exists between leadership and management.
• Study of leadership must also include two other areas: the followers
and the situation.
• Good leadership makes a difference, and it can be enhanced through
greater awareness of the important factors influencing the leadership
process.

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