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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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