Description
In this module, we will begin our exploration of the concepts of leadership and the leadership process. The distinction between the roles of managers and the roles of leaders is clarified, and examples of the skills needed for each are presented. Leadership will be conceptualized in various ways. We will also learn about the areas of influence and power that leaders have and will touch on several theories of leadership and how leaders impact the behavior of followers.
Discussion Requirements
Discussion:
- Read the assigned readings and lectures
- How can an understanding of current trends in leadership and the implications of leadership in formalized settings enhance the differentiation between leadership and management?
- How does leadership theory affect the implementation of Saudi Vision 2030?
Directions:
- Discuss your textbook’s concepts, principles, and theories. Cite your textbooks and cite any other sources if appropriate.
- Your initial post should address all components of the question with a 500-word limit.
Learning Outcomes
- Analyze the concept of leadership and the leadership process.
- Analyze current trends in leadership and the leadership process.
- Examine the implications of leadership in a formalized setting.
- Differentiate between leadership and management.
- Examine SV2030 from a Leadership lens.
Readings
Required:
- Chapter 1 in Leadership: Theory and Practice
- Saudi Vision 2030
- Feriors. (2021, January 26). Bases of power in leadership by French and Raven.
- Kotter, J (1990). Leadership versus management and emerged leadership, John Kotter’s Approach. Creative Commons. New York, NY.
Recommended:
- Chapter 1 PowerPoint Slides
- CFI Team (2022). Leadership theories schools of thought explaining how and why certain individuals become leaders.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
Introduction (1 of 2)
• Corporations want unique leaders.
• Research supports various leadership
approaches.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
2
Introduction (2 of 2)
• Four ways to view leadership.
• Leadership defined.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
3
Leadership Defined (1 of 6)
• Subjective definition of leadership.
• No consensus.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
4
Leadership Defined (2 of 6)
Ways of Conceptualizing Leadership (1 of 2).
• Focus of group processes.
• Personality perspective.
• Act (behavior) perspective.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
5
Leadership Defined (3 of 6)
Ways of Conceptualizing Leadership (2 of 2).
• Power relationship.
• Transformational process.
• Skills perspective.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
6
Leadership Defined (4 of 6)
Definition and Components (1 of 3).
• Four central components.
• Leadership.
• Process.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
7
Leadership Defined (5 of 6)
Definition and Components (2 of 3).
• Influence.
• Groups.
• Common goals.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
8
Leadership Defined (6 of 6)
Definition and Components (3 of 3).
• Leaders.
• Followers.
• Leader–follower relationships.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Leadership Described (1 of 19)
Trait Versus Process Leadership.
• Trait perspective: “born leaders.”
• Innate characteristics.
• Limit leadership to select few.
• Contextual definition.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Leadership Described (2 of 19)
Assigned Versus Emergent Leadership (1 of 2).
• Assigned leadership.
• Emergent leadership.
• Positive communication behaviors.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Leadership Described (3 of 19)
Assigned Versus Emergent Leadership (2 of 2).
• Role of personality.
• Gender-biased perceptions’ impact.
• Social identity theory perspective.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
12
Leadership Described (4 of 19)
Leadership and Power (1 of 5).
• Power.
• Leaders wield power over others.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
13
Leadership Described (5 of 19)
Leadership and Power (2 of 5).
• Kellerman (2012).
– Leaders’ power diminished.
• Volunteer leaders versus paid leaders.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Leadership Described (6 of 19)
Leadership and Power (3 of 5).
• French and Raven (1959).
– Referent power.
– Expert power.
– Legitimate power.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Leadership Described (7 of 19)
Leadership and Power (4 of 5).
– Reward power.
– Coercive power.
– Information power (Raven, 1965).
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
16
Leadership Described (8 of 19)
Leadership and Power (5 of 5).
• Organizational Power.
– Position power.
– Personal power.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Leadership Described (9 of 19)
Leadership and Coercion.
• Coerce.
• Abusive supervision.
• Coercion not ideal.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Leadership Described (10 of 19)
Leadership and Morality.
• Subjective definition of great leader.
• Leadership debate
– Neutral process.
– Moral process.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
19
Leadership Described (11 of 19)
Leadership and Morality: Leadership Is a
Neutral Process (1 of 2).
• Leadership used for different reasons.
• Examples of “great leaders.”
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
20
Leadership Described (12 of 19)
Leadership and Morality: Leadership Is a
Neutral Process (2 of 2).
• Niccolo Machiavelli’s view.
• Most definitions morally neutral.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
21
Leadership Described (13 of 19)
Leadership and Morality: Leadership Is a
Moral Process (1 of 3).
• Influencing to achieve good.
• Morally influenced perspective.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
22
Leadership Described (14 of 19)
Leadership and Morality: Leadership Is a
Moral Process (2 of 3).
• Leaders help followers assess needs.
• Pseudotransformational leadership.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
23
Leadership Described (15 of 19)
Leadership and Morality: Leadership Is a
Moral Process (3 of 3).
• Authentic leadership.
• Servant leadership.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Leadership Described (16 of 19)
Leadership and Management (1 of 3).
• Involve common characteristics.
• Management and industrialization.
• Kotter (1990).
– Defined as near-opposites.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Leadership Described (17 of 19)
FIGURE 1.2 Functions of Management and Leadership
Management Produces Order
and Consistency
Leadership Produces Change
and Movement
Planning and Budgeting
Establish agendas
Set timetables
Allocate resources
Establishing Direction
Create a vision
Clarify the big picture
Set strategies
Organizing and Staffing
Provide structure
Make job placements
Establish rules and procedures
Aligning People
Communicate goals
Seek commitment
Build teams and coalitions
Controlling and Problem Solving
Develop incentives
Generate creative solutions
Take corrective action
Motivating and Inspiring
Inspire and energize
Empower followers
Satisfy unmet needs
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Leadership Described (18 of 19)
Leadership and Management (2 of 3).
• Bennis & Nanus (2007).
– Also contrasted the terms.
• Rost (1991).
– Directionality, methodology, and mission.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Leadership Described (19 of 19)
Leadership and Management (3 of 3).
• Simonet & Tett (2012).
– Shared and distinct competencies.
• Zaleznik (1977).
– Manager versus leader differences.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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