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24 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Leadership Foci
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-focus of group processes (leader centered)
-personality perspective (leader centered) -act or behavior (leader centered change to group) -terms of power relationship btwn leaders and followers -instrument of goal achievement -skills perspective |
Group process (Bass, 1990)
Behavior (Seeman, 1960) Process/Relationship (Northouse, 2013) |
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Leadership is...
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-a process whereby an individual influences a group of individuals to achieve a common goal
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Northouse, 2013
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Leadership
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-is a process
-involves influence -occurs within a group context -involves goal attainment |
Northouse, 2013
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Leaders
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-are not above followers
-are not better than followers -interactive relationship with followers |
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Leadership described
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-trait v. process
-assigned v. emergent leadership -leadership and power -leadership and coercion -leadership and management |
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trait v. process: trait definition
Trait - born leaders Process - learn leadership |
-certain individuals have special innate/inborn characteristics/qualities that differentiate them from non-leaders
-resides in SELECT people -restricted to those with inborn talent -traits: height, intelligence, extroversion,fluency, etc. |
“Traits are defined as distinguishing personal characteristics” (Lussier & Achua, 2013, p. 34).
Northouse (2007) summarized the traits central to the trait theory approach: intelligence, self-confidence, determination, integrity, and sociability (outgoing). |
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trait v. process: process definition
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-leadership is a property or set of properties possessed in varying degrees by different people
-observed in leadership BEHAVIORS -can be learned -interaction between leaders and followers |
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assigned v. emergent leadership: assigned
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-leadership based on occupying a position within an organization
-team leaders, plant managers, dept. heads, and directors |
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assigned v. emergent leadership: emergent
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-an individual perceived by others as the most influential member of a group org. regardless of the title
-emerges over time through communication behaviors -verbal involvement, being informed, seeks others' opinions, firm but not rigid |
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leadership and power: power
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-capacity or potential to influence
-ability to affect others' beliefs, attitudes, and actions -relational concern for both leaders and followers |
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leadership and power: bases of power
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-referent, expert, legitimate, reward, coercive
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5 bases of power:
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referent, expert, legitimate, reward, and coercive
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Referent power
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-based on followers' identification and liking for the leader
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expert power
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-based on followers' perceptions of the leader's competence
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legitimate power
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-associated with having status or formal job authority
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coercive power
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-derived from having the capacity to penalize or punish others
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types/bases of power: position power
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-power derived from office or rank in an organization
-legitimate, reward, coercive |
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types/bases of power: personal power
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-power is influence derived from being seen as likable and knowledgeable
-referent, expert |
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leadership and coercison
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involves: -use of force to effect change
-uses manipulation of rewards and penalties in the work environment -uses threats, punishment, and negative rewards -power and restraint used to force followers to engage in extreme behavior |
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leadership and management: management activities
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-produces order and consistency
-planning and budgeting -organizing and staffing -controlling and problem solving |
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leadership and management: leadership activitites
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-produces change and movement
-establish direction -align people -motivate/ inspire |
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leadership and management
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-major activities are played out differently, but are both essential for an organization to prosper
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Great Man Theory (1920 - 1930)
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Galton (1920s)
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Generally unsuccessfully attempted to identify traits that made leaders different from other individuals.
Weakness - did not take into account the myriad different circumstances faced by leaders nor the vast differences in the types of individuals being led. |
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Trait Theories (1930s)
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x
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McGregor's Theory X & Y
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