Transcript Learning Objectives

CHAPTER ONE
LEADERSHIP AND ITS
IMPORTANCE
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© 2006 Prentice Hall
Learning Objectives
After reading this chapter, you should be able to
do the following:

Define and describe the leadership
process.

Discuss the similarity of leadership
and management in organizations.

Describe how power, influence and
authority are related to leadership.

Describe the types of power often
used by leaders.
© 2006 Prentice Hall
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Learning Objectives (cont.)
After reading this chapter, you should be able to
do the following:

Describe traits leaders often posses.

Discuss how leadership behaviors are
critical to a leader's effectiveness.

Describe how situational factors can
affect a leader's success.

Describe the three key tasks leaders
must carry out in order to be effective.
© 2006 Prentice Hall
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Leadership
Leadership is a process used by
an individual to influence group
members toward the achievement
of group goals, where the group
members view the influence as
legitimate.
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Core Characteristics of a Definition
of Leadership
Single individual
usually fulfills
the role for a group
Systematic and
continuous series
of actions
CORE
CHARACTERISTICS
OF LEADERSHIP
Influence is viewed
by followers as
reasonable & justified
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Actions focus on
influencing
behavior
Influence is directed
toward achieving
group goals
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Leadership Effectiveness
Indicators used to measure the
effectiveness of leaders:

Job performance

Measures of followers’ attitudes.

Group and organizational outcomes
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Leadership vs. Management
Many writers have suggested that …
Leadership is "Doing the right things” or changing and
developing more effective organizations.
Management is “Doing things right" or a rational,
mechanical, and administrative activity to achieve goals.
Each of these views is incomplete and inhibits our
ability to understand the leader/manager role.
Management and leadership are closely related and
that the same individuals usually perform both
activities
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Leadership Trait
A relatively permanent
characteristic that does not
change as the individual
moves from situation to
situation.
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Important Traits of Leaders
from Early Research
Physical or Personality or
Background Ability Traits
Traits
Task or
Social Traits
Activity or
energy
Assertiveness
Dominance
Motivation to
achieve
Education
Independence/Originality
Responsibility
Social status
Self-confidence
Initiative
Administrative ability
Persistence
Fluency of speech
Task orientation
Social perceptiveness
Cooperativeness
Adaptability
Sociability
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Leadership Behaviors
The following are specific examples of leader
behaviors that many leaders use to influence
followers:

Explaining methods and techniques for followers
to use in completing tasks.

Being friendly and informative and encouraging
two-way communication.

Consulting with followers to obtain information
and opinions before making important decisions.

Praising followers for a job well done.

Expressing high expectations and confidence in
followers’ performance
© 2006 Prentice Hall
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Situational Factors
and Leadership
Certain situational factors replace followers’ needs for
specific leader behaviors. In these situations, other
factors often provide followers with guidance,
motivation, and satisfaction. Examples of these
factors include:




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Redesigned job tasks
Self-managed work groups
Reward systems
Follower self-leadership
Participative goal-setting programs
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Three Key Leadership Tasks
I. Diagnose situations and
followers
(Is a specific leadership
behavior needed?)
III. Modify situation and/or
follower characteristics
(Redesign job tasks or
develop self leadership
among followers)
II. Provide needed
leadership behavior for
situation and follower
characteristics
(Provide rewards, direction,
and/or support for followers)
© 2006 Prentice Hall
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Current Issues in Leadership
Ethics and fairness
 Diversity
 Leadership development
 Leading organizational change
 Transformational leadership

© 2006 Prentice Hall
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