LEADERS

HIP
Chapter 1 Introduction
https://www.youtube.com/watch?v=C2lFPEp7dbI

https://www.youtube.com/watch?v=6MDHL8QWs00
 What Do We Mean by
Leadership?
“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
Profiles in
Leadership
• Peter Jackson
• Film director, The Lord of the Rings Trilogy

• Howard Schultz
• Chairman and Chief Global Strategist of Starbucks

• Paul Revere
• American Revolutionary War Hero

Leadership Chapter 1 3
Introdction
 Profiles in
Leadership
•Bill Gates
•Co-founder
and
Chairman of
Microsoft

Leadership Chapter 1 4
Introdction
 What is
Leadership?
• Leadership is a complex phenomenon involving the leader, the
followers, and the situation.
• Due to the complexity of leadership, leadership researchers have
defined the concept in many different ways:
• The process by which an agent induces a subordinate to behave in a
desired manner.
• Directing and coordinating the work of group members.
• An interpersonal relation in which others comply because they want
to, not because they have to.

Leadership Chapter 1 5
Introdction
 What is Leadership?
(continued)
• The 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 get results and the ability to build teams; these
represent the what and the how of leadership.
• A complex form of social problem solving.

Leadership Chapter 1 6
Introdction
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.
• 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.
• Leadership will always remain partly an art as well as
a science.

Leadership Chapter 1 7
Introdction
Leadership is Both Rational and
Emotional

•Leadership includes
actions and influences
based on reason and logic
as well as those based on
inspiration and passion.
•Since people are both
rational and emotional,
leaders can use
rational techniques
and/or emotional
Leadership Chapter 1 8
Introdction
 Leadership is Both Rational and
Emotional (continued)
• Aroused feelings can be used
either positively or negatively,
constructively or destructively.
• The mere presence of a group
can cause people to act
differently than when they are
alone.
• Leaders need to consider both
the rational and the emotional
consequences of their
actions.
Leadership Chapter 1 9
Introduction
 Leadership and
Management
• Leaders:
• Managers:
 innovate
 administer
 maintain
 develop

 control  inspire
have a short-term  have a long-term
view view
 ask how and  ask what and
when why
 imitate  originate
accept the  challenge the status
status quo. quo
Leadership Chapter 1 10
Introdction
 Leadership and
Management

https://www.youtube.com/watch?v=wVTTBXlAGvI

https://www.youtube.com/watch?v=SEfgCqnMl5E

Leadership Chapter 1 11
Introdction
 Leadership and Management
Overlap

Leadership Chapter 1 12
Introdction
 Leadership
Myths
Myth: Good Leadership is All Common Sense
• Most leadership literature only confirms common sense
knowledge.
• Common sense is ambiguous.
• The challenge is to know when common sense applies
and when it does not.
• If leadership was simply common sense, then
workplace problems would be few, if any.
• Effective leadership must be something more than just
common sense.

Leadership Chapter 1 13
Introdction
 Leadership Myths

Myth: Leaders are Born, not Made

•Many factors and formative experiences influence

behavior and leadership.
•Research shows cognitive abilities and personality
traits are partially innate.
•Different environments can nurture or suppress
different leadership qualities.
•Leaders are born and made.

Leadership Chapter 1 14
Introdction
 Leadership
Myths
Myth: The Only School You Learn
Leadership from Is the School of
Hard Knocks

• Formal study and experiential learning

compliment each other.
• Students must learn to discern critical lessons
about leadership from their own experience.
• Being able to analyze experiences from multiple
perspectives may be the greatest contribution a
formal course in leadership can give you.
Leadership Chapter 1 15
Introdction
Leadership Chapter 1 16
Introdction
 The Interactional Framework for Analyzing
Leadership
• The interactional framework depicts leadership as a function of three elements:
• The leader
• The followers
• The situation
• A particular leadership situation scenario can be examined using each level of
analysis separately.
• Examining interactions in the area of overlaps can lead to better understanding.
• Leadership is the result of complex interactions among the leader, the followers,
and the situation.

Leadership Chapter 1 17
Introdction
 The
Leader
• Individual aspects of the leadership equation:
• 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, values
• Another way personality can affect leadership is through temperament.

Leadership Chapter 1 18
Introdction
 The Leader
(continued)
• How leadership status is reached is important.
• Leaders appointed by superiors may have less credibility and may get less
loyalty.
• Leaders elected or emerging by consensus from ranks of followers are seen as
more effective.
• A leader’s experience or history in a particular organization is usually
important to her or his effectiveness.
• The extent of follower participation in a leader’s selection may affect
the
leader’s legitimacy.

Leadership Chapter 1 19
Introdction
 The
Followers
• Both practitioners and scholars stress the relatedness of
leadership and followership.
• Aspects of followers that affect the leadership process:
• Expectations
• Personality traits
• Maturity levels
• Levels of competence
• Motivation
• Workers that share a leader’s goals and values are more
motivated.
• Other relevant variables include:
• The number of followers reporting to a leader
• Followers’ trust and confidence in the leader
Leadership Chapter 1 20
Introdction
 The Followers
(continued)
• The leader-follower relationship has undergone dynamic change for many
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.
• Followers can become much more proactive in their stance toward
organizational problems.
• Followers can become better skilled at “influencing upward” by being
flexible and open to opportunities.

Leadership Chapter 1 21
Introdction
 The
Situation

• Leadership often makes sense only in the context of how

the leader and followers interact in a given situation.
• The situation may be the most ambiguous aspect of the
leadership framework.

Leadership Chapter 1 22
Introdction
 Illustrating the Interactional
Framework: Women in
Leadership Roles
• Women are taking on leadership
roles in greater numbers than
ever before.
• Problems still exist that constrain
the opportunity for capable
women to rise to the highest
leadership roles in
organizations.
• Research shows that there are no
statistically significant
differences between the
leadership styles of men and
women.
Leadership Chapter 1
Introdction
23
Illustrating the Interactional
Framework: Women in
Leadership Roles (continued)
• Differences that were found:
• Women and men have different
networking patterns.
• Compared to men, women’s trust in each
other tends to decrease when work
situations become more professionally risky.
• Women’s commitment to the organizations
they worked for was more guarded than that
of their male counterparts.
• Women were more likely to be willing to take
career risks by going to new areas of the
company where women had not been before.
Leadership Chapter 1 24
Introdction
 Illustrating the Interactional
Framework: Women in
Leadership
•Research suggests Rolesare
that many women (continued)
succeeding
because of characteristics originally considered too
feminine for effective leadership.
•Women tend to use interactive leadership based on
enhancing others’ self-worth and believing that the
best performance occurs when people have job
satisfaction and feel good about themselves.
•The interactive leadership style most likely
developed from women’s socialization experiences
and career paths.
Leadership Chapter 1 25
Introdction
 Illustrating the Interactional Framework:
Women in Leadership Roles
(continued)
• Four general factors explain the shift toward more women in
leadership roles:
• Women themselves have changed.
• Leadership roles have changed.
• Organizational practices have changed.
• Culture has changed.
• The glass cliff, a recently identified challenge for women,
indicates
that female candidates for an executive position are more
likely to
be hired than equally qualified male candidates when
an organization’s performanceChapter
Leadership is declining
1 . 26
Introdction
 There is No Simple Recipe for Effective
Leadership
• Leadership must always be assessed in the context of the leader, the
followers, and the situation:
• A leader may need to respond to various followers differently in the
same situation.
• A leader may need to respond to the same follower differently in
different situations.
• Followers may respond to various leaders quite differently.
• Followers may respond to each other differently with different
leaders.
• Two leaders may have different perceptions of the same followers or
situations.

Leadership Chapter 1 27
Introdction
 There is No Simple
Recipe for Effective
Leadership
• The right behavior in one situation(continued)
is not necessarily the right
behavior in another situation.
• Though unable to agree on the one best behavior in a given situation,
agreement can exist on some clearly inappropriate behaviors.
• Saying that the right behavior for a leader depends on the situation
differs from saying it does not matter what the leader does.

Leadership Chapter 1 28
Introdction