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Which is more important for leadership, your actual traits or the perception of those traits by others, and why? see attachment!PLEASE NOTE: Turnitin is enabled for this assignment.

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Chapter 1: Introduction
Overview
 Importance of Leadership
 Leadership Defined


– Ways of conceptualizing leadership
– Definition and components
 Leadership Described





– Trait vs. process
– Assigned vs. emergent
– Leadership and power
– Leadership and coercion
– Leadership and management
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
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
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
The Evolution of Leadership Definitions
 1980s – Explosion of research
– Leader’s will
– Influence
– Traits
– Transformation
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
The Evolution of Leadership
 21st century – The process of leadership
– Authentic leadership
– Spiritual leadership
– Servant leadership
– Adaptive leadership
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Conceptualizing Leadership
Some definitions view leadership as:
 The focus of group processes
 A personality perspective
 An act or behavior
 The power relationship between leaders & followers
 A transformational process
 A skills perspective
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leadership Defined
Leadership
a process whereby an individual influences a
group of individuals to achieve a common goal.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Components Central to the Phenomenon of
Leadership
Leadership
 Is a process
 Involves influence
 Occurs within a
group context
 Attends to common
goals
Leaders
 And followers are involved
together
 And followers need each
other
 Often initiate and maintain
the relationship
 Are not above or better
than followers
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leadership Described
 Trait vs. Process Leadership
 Assigned vs. Emergent Leadership
 Leadership and Power
 Leadership and Coercion
 Leadership and Management
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Trait vs. Process Leadership
 Certain
individuals have
special innate
characteristics or
qualities that
differentiate them
from nonleaders.


Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Resides in
select people
Restricted to
those with
inborn talent
Trait vs. Process Leadership
 Leadership is a property or set of
properties possessed in varying degrees
by different people (Jago, 1982).
 Observed in
leadership behaviors
 Can be learned
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Assigned vs. Emergent Leadership
Assigned
Emergent
 Leadership based
on occupying a
position within an
organization
 An individual perceived by
others as the most influential
member of a group or
organization regardless of the
individual’s title
 Team leaders
 Plant managers
 Department
heads
 Directors
 Emerges over time through
communication behaviors
• Verbal involvement
• Being informed
• Seeking others’ opinions
• Being firm but not rigid
 Affected by personality and gender
Leadership & Power
Power
Bases of Social Power
 The capacity or potential to

Referent
influence.
 Ability to affect others’ beliefs,
attitudes, & actions

Expert
Power is a relational concern for
both leaders and followers.
 Legitimate

Reward

Coercive
 Information
French & Raven (1959), Raven (1965)
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leadership & Power
 Position Power
derived from office
or rank in an
organization
 Personal Power is
influence derived from
being seen as likable &
knowledgeable
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Shift in Leadership Power, Kellerman (2012)
 Power no longer the domain of leaders
 Followers demand more from leaders
 Access to technology has empowered followers
 Leaders more transparent
 Decline in respect for leaders
 Leadership as social contract between leaders
and followers
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leadership & Coercion
Coercion Involves
 Use of force to effect
change
 Influencing others to do
something by
manipulating rewards and
penalties in the work
environment
 Use of threats,
punishments, & negative
rewards
Examples of Coercive Leaders
 Adolf Hitler
 Jim Jones
 Taliban leaders
Power & restraint used to
force followers to
engage in extreme
behavior
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leadership & Management, Kotter (1990)
Management
Activities
Leadership
Activities
“Produces order
and consistency”
“Produces change
and movement”
• Planning & Budgeting
• Establishing direction
• Organizing & Staffing
• Aligning people
• Controlling & Problem
Solving
• Motivating/Inspiring
Major activities of management & leadership
are played out differently; BUT, both are essential
for an organization to prosper.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leadership & Management Zaleznik (1977)
Managers
Leaders
Unidirectional Authority
Multidirectional Influence
 Are reactive
 Are emotionally active &
involved
Prefer to work with
people solving
Have low emotional
involvement
Shape ideas over responding to
them
Act to expand available options
Change the way people think
about what is possible
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Chapter 2: Trait Approach
Overview
 Great Person Theories
 Historical Shifts in Trait Perspective
 What Traits Differentiate Leaders From
Nonleaders?
 How Does the Trait Approach Work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Great Person Theories
Trait Approach: one of the first systematic
attempts to study leadership
 “Great Man” Theories (early 1900s)
 Focused on identifying innate
qualities and characteristics
possessed by great social, political,
& military leaders
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Historical Shifts in Trait Perspective
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Major Leadership Traits
Traits to possess or cultivate if one seeks to be
perceived by others as a leader:
 Intelligence – Verbal, perceptual, and reasoning
capabilities. Ex. Steve Jobs
 Self-Confidence – Certainty about one’s
competencies and skills. Ex. Steve Jobs
 Determination – Desire to get the job done (i.e.,
initiative, persistence, drive). Ex. Dr. Paul Farmer
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Major Leadership Traits
Traits to possess or cultivate if one seeks to be
perceived by others as a leader:
 Integrity – The quality of honesty and
trustworthiness. Ex. Character Counts! program
 Sociability – Leader’s inclination to seek out
pleasant social relationships. Ex. Michael Hughes,
university president
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
5-Factor Personality Model & Leadership
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
5-Factor Personality Model & Leadership
Big Five & Leadership Study Using Meta-Analysis
(Judge et al., 2002)
Results – a strong relationship between personality
traits and leadership
 Extraversion – factor most strongly associated with
leadership
 Most important trait of effective leaders
 Conscientiousness – second most related factor
 Openness – next most related
 Low Neuroticism
 Agreeableness – only weakly related to leadership
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Emotional Intelligence & Leadership
Definition
Underlying Premise
Ability to perceive and:
 apply emotions to life’s tasks
 reason/understand emotions
 express emotions
 use emotions to facilitate

people who are more
sensitive to their
emotions & their impact
on others will be more
effective leaders
thinking
 manage emotions within oneself
and relationships
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Different Ways to Measure EQ
 MSCEIT: EQ as a set of mental abilities
 to perceive, facilitate, understand, and manage emotion
 Goleman (1995, 1998): EQ as a set of personal and
social competencies
 self-awareness, confidence, self-regulation, conscientiousness,
and motivation
 Shankman & Allen (2002): EQ as awareness of three
aspects of leadership
 context, self, and others
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
How Does the Trait Approach Work?
 Focus of Trait Approach
 Strengths
 Criticisms
 Application
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Focus of Trait Approach
Leader
Personality Assessments
 Focuses exclusively
 Organizations use personality
assessments to find “right” people
on leader
What traits leaders
exhibit
 Who has these traits

Assumption – will increase
organizational effectiveness
 Specify characteristics/traits for
specific positions

• Personality assessment
measures for “fit”
• Instruments: LTQ, Myers-Briggs
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Strengths
 Intuitively appealing
 Perception that leaders
are different in that they
possess special traits
 People “need” to view
leaders as gifted
 Highlights leadership
 Credibility due to a
 Provides benchmarks for
century of research
support
what to look for in a leader
component in the
leadership process

Deeper level understanding
of how leader/personality is
related to leadership process
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Criticisms
 Fails to delimit a
 List of most important
definitive list of
leadership traits
leadership traits is highly
subjective
 Endless lists have
 Much subjective experience &
emerged
 Doesn’t take into
account situational
effects
 Leaders in one situation
may not be leaders in
another situation
observations serve as basis
for identified leadership traits
 Research fails to look at
traits in relationship to
leadership outcomes
 Not useful for training &
development
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Application
 Provides direction as to which traits are
good to have if one aspires to a
leadership position
 Through various tests and questionnaires,
individuals can determine whether they
have the select leadership traits and can
pinpoint their strengths and weaknesses
Leadership Traits
• Intelligence
• Self-Confidence
• Determination
• Integrity
• Sociability
 Can be used by managers to assess where they stand
within their organization and what is needed to strengthen
their position
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Chapter 3: Skills Approach
Overview
 Skills Approach Perspective
 Three-Skill Approach (Katz, 1955)
 Skills-Based Model (Mumford et al., 2000)
 How Does the Skills Approach Work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Skills Approach Description
Perspective
Definition
 Leader-centered
Leadership skills-
perspective
 Emphasis on skills
and abilities that
can be learned and
developed
The ability to use one’s
knowledge and
competencies to
accomplish a set of
goals and objectives
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Three-Skill Approach (Katz, 1955)
 Technical Skill
 Human Skill
 Conceptual Skill
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Basic Administrative Skills – Katz (1955)
Leaders need
all three skills—
but relative
importance
changes based
on level of
management
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Technical Skill
 Having knowledge about and being proficient in a
specific type of work or activity.
 Specialized competencies
 Analytical ability
 Use of appropriate tools and techniques
 Technical skills involve hands-on ability with a product or
process
 Most important at lower levels of management
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Human Skill
 Having knowledge about and being able to work
with people.
 Being aware of one’s own perspective and others’
perspectives at the same time
 Assisting group members in working cooperatively to
achieve common goals
 Creating an atmosphere of trust and empowerment of
members
 Important at all levels of the organization
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Conceptual Skill
 the ability to do the mental work of shaping
meaning of organizational policy or issues (what
company stands for and where it’s going)
 Works easily with abstraction and hypothetical
notions
 Central to creating and articulating a vision and
strategic plan for an organization
 Most important at top management levels
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Skills-Based Model
 Skills Model Perspective
 Competencies
 Individual Attributes
 Leadership Outcomes
 Career Experiences
 Environmental Influences
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Skills Model Description
(Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000)
Perspective
Skills-Based Model of
Leadership
Capability model goal: to identify the
Examines relationship
leadership factors that create between a leader’s
exemplary job performance in knowledge & skills & the
an organization
leader’s performance.
 Emphasizes the capabilities
Suggests many people have
that make effective
the potential for leadership
leadership possible rather
than what leaders do
 Research studies (1990s)
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Competencies Skills
Problem Solving
Social Judgment
Knowledge
Creative ability to
solve
new/unusual, illdefined
organizational
problems
Capacity to understand
people and social
systems
– Perspective taking
The accumulation of
information & the
mental structures to
organize the
information
– Social perceptiveness
– Behavioral flexibility
– Social performance
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Individual Attributes
General Cognitive
Ability
Crystallized
Cognitive Ability
Person’s intelligence
Intellectual ability
learned or
acquired over
time
• Perceptual
processing
• Information
processing
• General reasoning
• Creative & divergent
thinking
Motivation
Personality
Three aspects
of motivation
Any characteristic
that helps people
cope with complex
organizational
situations is
probably related to
leader
performance
•Willingness
•Dominance
•-Social good
• Memory
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leadership Outcomes
Problem Solving
Criteria = originality & quality of
solutions to problem situations –
good problem solving involves
creating solutions that are:
– Logical
Performance
Degree to which a
leader has
successfully
performed his/her
assigned duties
– Effective
– Unique
– Go beyond given information
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Career Experiences
Challenging
Assignments
Mentoring
Appropriate
Training
Hands-on
Experience with
Novelty
 Experience gained during career influences leader’s
knowledge & skills to solve complex problems
 Leaders learn and develop higher levels of conceptual
capacity if they progressively confront more complex and
long-term problems as they ascend the organizational
hierarchy
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Environmental Influences
Factors in a leader’s situation that lie
outside of his or her competencies,
characteristics, and experiences
– Internal environmental influences – Ex.
Outdated technology, skill level of
employees
– External environmental influences – Ex.
Economic, political, or social issues; natural
disasters
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
How Does the Skills Approach Work?
 Focus of Skills Approach
 Strengths
 Criticisms
 Application
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Skills Approach
Focus
 Focus is primarily
descriptive – it
describes leadership
from skills perspective
 Provides structure for
understanding the
nature of effective
leadership
Principal Research
Perspectives
 Katz (1955) suggests importance of
particular leadership skills varies
depending where leaders reside in
management hierarchy
 Mumford, Campion, & Morgeson, (2007)
suggest higher levels of all skills needed at
higher levels of hierarchy
 Mumford, Zaccaro, Harding et al. (2000)
suggest leadership outcomes are direct
result of leader’s skilled competency in
problem solving, social judgment, &
knowledge
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Strengths
 First approach to conceptualize and create a
structure of the process of leadership around skills
 Describing leadership in terms of skills makes
leadership available to everyone
 Provides an expansive view of leadership that
incorporates wide variety of components (i.e.,
problem-solving skills, social judgment skills)
 Provides a structure consistent with leadership
education programs
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Criticisms
 Breadth of the skills approach appears to extend
beyond the boundaries of leadership, making it
more general, less precise
 Weak in predictive value; does not explain how
skills lead to effective leadership performance
 Skills model includes individual attributes that are
trait-like
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Application
 The Skills Approach provides a way to delineate the
skills of a leader
 It is applicable to leaders at all levels within the
organization
 The skills inventory can provide insights into the
individual’s leadership competencies
 Test scores allow leaders to learn about areas in
which they may wish to seek further training
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

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