1e.

Chapter 1

Introduction to
Leadership

Copyright 2005 South-Western. All rights reserved.

PowerPoint Presentation by Charlie Cook

Chapter Objectives
After completing this chapter, you should be able to:
Define leadership.
Explain how leadership differs from management.
Understand how leadership influences
organizational performance.
Explain the tri-axis model for conceptualizing
organizational leadership.
Discuss different approaches to studying
organizational leadership.
Describe the challenges of conducting research on
organizational leadership.
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The Nature of Leadership

Common Assumptions:
Leadersthrough their personal qualities, influence,
and actionsprofoundly shape societal events (i.e.,
make a difference).
A leader affects and is affected by followers and the
environment within which he or she operates.
Managerial leadership is a process of social
influence whereby an individual exerts influence on
others in an organizational context.

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The Nature of Leadership

Effects of Large-scale Industrialization
The bureaucratic need (coordination) for managers
Monitoring

and controlling the productivity, quality,

and performance of subordinates.

The organizational need (direction) for leadership

Strategic

management in building and deploying a

committed workforce of team members.

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Leadership
Is a dialectical, proactive process wherein an
individual persuades others to do something
they would not otherwise do.
Is socially constructed through the interaction of
leaders and followers within a specific context
and is equated with power.

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The Search for Leadership Alternatives

Command and control (traditional) leadership
modelTaylor and Weber
Transformational leadership modelTichy and
Devanna
Charismatic leadership modelConger
Self-leadership modelManz and Sims
To lead without leading

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View CD
If just to learn what is on it and how it all fits
together, it is worth taking a glance at the
Leadership in Organizations CD-ROM right now, if
you have not done so already.
Designed to draw out the intricacies of leadership
theory and practice, the case studies, in particular,
allow for a surprisingly in-depth look at leadership
as it is exercised at a variety of organizations.

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Leadership versus Management

Management Approaches
The central process through which organizations
achieve the semblance of congruence and direction.
A process designed to coordinate and control
productive activities.

Managerial Role
An expected set of activities or behaviors stemming
from a position held in an organizational setting.
Planning,

organizing, commanding, coordinating,

and controlling

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Leadership versus Management

Dimensions of Modern Management
Managerial activities
Planning,

organizing, commanding, coordinating,

and controlling

Managerial contingencies
Forces

and events, both outside and inside the

organization, that affect management behavior

Managerial processes
The

means by which managers communicate

ideas, gain acceptance of those ideas, and
motivate others to implement them

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Leadership versus Management

Management
Maintain the status
quo
Create order and
consistency
Doing things right
Transactional
(contractual)
relationships

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(contd)

Leadership
Create vision
Create change or
movement
Doing the right
thing
Transformational
relationships
(psychological
contract)
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Management and Leadership Compared

Source: Kotter, J. P. (1990). A Force for Change: How Leadership Differs from Management. New York:
Free Press; Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press.

Copyright 2005 South-

Table 1.1

111

Leading Organizational Change

Steps in the Change Process:
Step 1: Establish a sense of urgency.
Step 2: Create the guiding coalition.
Step 3: Develop a vision and a strategy.
Step 4: Communicate the change vision.
Step 5: Empower broad-based action.
Step 6: Generate short-term wins.
Step 7: Consolidate gains and produce more change.
Step 8: Anchor new approaches in the culture.
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112

Reflective Question
Think about a position you have held in an
organization.
To what extent were you a leader?
To what extent were you a follower?
Did the managers exhibit managerial or
leadership behaviors? Explain.
Do you believe that managers and leaders reflect
fundamentally different personality types?

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113

Management and Leadership

Management

Managerial
Leadership

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Leadership

114

Factors Used to Measure

Organizational Performance

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Figure 1.1

115

Methodological Challenges
Gaining management participation and
disclosure of commercially sensitive information.
Making subjective judgments about which
criteria to study, which measures to use and the
weight to be assigned each measure.
Negatively correlated multiple criteria.
Isolation of external variables to reduce their
influence.
Difficulties in identifying causal links.
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Leadership as
a Process

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Figure 1.2

117

Perspectives on Leadership

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Figure 1.3

118

Leadership Theories: An Overview

The Trait Perspective
Great Man theories focused on identifying innate
(universal) individual qualities or attributes of leaders
that distinguish them from nonleaders or noneffective
leaders.

The Behavior Perspective

Theories examining the people- and task-oriented
behaviors and organizational roles that make leaders
most effective.

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Leadership Theories (contd)

The Contingency Perspective
The idea that effective leadership (as a style) in a
particular case depends on interactions among the
leader, followers, and the situation.

The PowerInfluence Perspective

A sociological viewpoint of the leadership process in
terms of social relations involving the interplay of
power, constraints, conflict, and cooperation.

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Leadership Theories (contd)

The GenderInfluence Perspective
Analyses that consider how the leadership styles of
female leaders differ for those of male leaders.

The Integrative Perspective

Studies of charismatic leaders that attempt to combine
trait, behavior, and contingency theories to explain
leaderfollower relationships.

The Exchange Perspective

Theories that focus on leaderfollower interactions
their nature and effects on leaders, followers, and the
organization.

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Issues in Leadership Research

What perspective should researchers and
scholars adopt when studying leadership?
Mainstream approach
Rationality
Efficiency

of organizations

and achievement of organizational goals

Critical approach
Applying

historical, contextual considerations of

sociological conceptssocial structure, processes,
culture, and normsto discover the in-process
ways in which power, control, conflict, and
legitimacy affect leaderfollower dynamics.

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Issues in Leadership Research

To what extent can researchers construct a truly
objective account of the leadership
phenomenon?
Research methodologies
Research designs
Political characteristics of leader-follower relations

The Constructivist Approach

Suggests that accounts and interpretations of what
the leader and the situation are perceived to be result
from the interaction of the examined leader and the
researcher in a shared context.
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Reflective Question
According to the constructivist approach to
knowledge making, language does not
transmit truth, but rather produces what we
come to regard as truth.
What are your views of the constructivist model?
What are the implications of this view for
understanding leadership studies?

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