1900-1920 Leadership Definition
emphasized CONTROL and CENTRALIZED POWER
common theme of (domination)
1930's Leadership Definition
Traits>Domination; personality traits
1940's Leadership Definition
Directing group activities; "drivership
1950's Leadership Definition
Continuance of group theory leadership as a relationship; ability to influence
1960's Leadership Definition
Behavior! influence people towards shared goals
1970's Leadership Definition
Initiating and maintaing groups or organizations to accomplish organizational goals"; reciprocal process
1980's Leadership Definition
Do as the leader wishes, influence, traits, transformation
21st Century Leadership Definition
No common definition; Leadership vs. Management; definition will constantly evolve
Power Relationship
Leaders have power that they wield to effect change in other
Transformational Process
Moves followers to accomplish more than is usually expected of them
Skills Perspective
The viewpoint stresses the capabilities (knowledge and skills) that make effective leadership possible
Leadership
Is a process whereby an individual influences a group of individuals to achieve a common goal; the art of leadership
Trait Perspective
Suggests that certain individuals have special innate characteristics which makes them leaders
Process Leadership
Leadership is a phenomenon that resides in the context of the interactions between leaders and followers and makes leadership available to everyone.
Assigned Leadership
Occupying a position in an organization
Emergent Leadership
Most influential member of the group regardless of title
Power
Is the capacity or potential to influence
French and Raven (1959)
Most widely cited research on power
Jago (1982)
Trait vs. Process Leadership
4 Centralized Concepts of Leadership
a) Leadership is a process
b) Leadership involves influence
c) Leadership occurs in groups
d) Leadership involves common goals
Positional Power
Power derives from a particular office or rank in a formal organizational system
Personal Power
The influence capacity a leader derives from being seen by followers as likable and knowledgeable
Referent Power
Followers' liking of leader (Personal Power)
Expert Power
Follower's perceptions of leader's competence (Personal Power)
Legitimate Power
Having status or formal job authority (Position Power)
Reward Power
Derived from having the capacity to provide rewards to others. (Position Power)
Coercive Power
Derived from having the capacity to penalize or punish others (Position Power)
Leadership vs. Coercion
Leadership is reserved for those who influence a group of individuals towards a common goal.
Coercion leadership is interested in their own goals and seldom interested in the wants and needs of subordinates
Leadership vs. Management
Management focuses on the activities of planning, organizing, staffing, and controlling.
Leadership emphasizes the general influence process.
Trait Approach
Suggests that leaders are born, not made
The 5 Major Leadership Traits
1. Intelligence
2. Self-confidence
3. Determination
4. Integrity
5. Sociability
Big 5 Personality Factos (1990 Goldberg)
1. Neuroticism
2. Extraversion
3. Openness
4. Agreeableness
5. Conscientiousness
Neuroticism
the tendency to be depressed, anxious, insecure, vulnerable, and hostile (emotional)
Extraversion
the tendency to be sociable and assertive and to have positive energy (extravert)
Openness
the tendency to be informed, creative, insightful, and curious (open-minded)
Agreeableness
the tendency to be accepting, conforming, trusting and nurturing
Conscientiousness
the tendency to be thorough, organized, controlled, dependable, and decisive
Emotional Intelligence
the ability to perceive and express emotions, to use emotions to facilitate thinking, to understand and reason with emotions, and to effectively manage emotions within oneself and in relationships with others
Leadership Trait Questionnaire (LTQ)
Measure that can be used to assess your personal leadership characteristics.
Skills Approach
the knowledge and abilities that the leader has; leadership can be learned and developed
Three-Skill Approach (Robert Katz)
Technical Skill
Human Skill
Conceptual Skill
Technical Skill
knowledge about and competency and proficiency in a specific work or activity
Human Skill
is one that enables to work with people
Conceptual Skill
abilities to work with ideas and concepts
Skills Model
frames leadership by describing five components of leader performance
Two Researchers that developed Skills Models
Robert Katz and Michael Mumford
The 5 Components of Mumford's skill-based model
1. Competencies
2. Individual attributes
3. Leadership outcomes
4. Career experiences
5. Environmental influences
Perspective taking
understanding the attitudes that others have toward a particular problem or solution
Social perceptiveness
insight and awareness into how others in the organization function
Behavioral flexibility
the capacity to change and adapts one's behavior in light of understanding of other's perspectives in the organization
Style Approach
emphasizes the behavior of the leader
Two primary kinds of behavior
Task behavior and relationship behavior
The Ohio State Studies
based on Stogdill's work which pointed to the importance of considering more than leaders' trait in leadership research; Leadership Behavior Description Questionnaire--> identified initiation of structure nd consideration
University of Michigan Studies
explored how leadership functioned in small groups; identified two types of leadership behavior: employee orientation and production orientation
Blake and Mouton's Studies
explored how managers used task and relationship behaviors in an organizational setting; Managerial Leadership Grid: concern for production and concern for people
Authority-Compliance (9,1)
heavy emphasis on task and job requirements and less on people
Country-Club Management (1,9)
Low concern for task accomplishment coupled with a high concern for interpersonal relationship
Impoverished Management (1,1)
unconcerned with both task and interpersonal relationship; little contact
Middle-of-the-Road Management (5,5)
Compromisers; have intermediate concern for the task and the people who do the task
Team Management (9,9)
Strong emphasis on both tasks and interpersonal relationships
Paternalism/Maternalism
uses both authority-compliance and country club management but doest integrate the two; "benevolent dictator
Opportunism
leader who uses any combination of the five styles for the purpose of personal advancement
7 Leadership Styles on the Managerial Grid
1. Authority-Compliance
2. Country-club management
3. Impoverished management
4. Middle-of-the-road management
5. Team Management
6. Paternalism/Maternalism
7. Opportunism