LEADERSHIP Introduction

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LEADERSHIPIntroduction

• James Beebe
• Gonzaga University

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Definitions

• There are almost as many different definitions of
  leadership as there are people who have tried to
  define it. Northouse (2001)
• Leadership is "one of the most observed and least
  understood phenomena on earth." (Bums, 1978, p.
  2)
• The verb to lead comes from an old English word
  leden or loedan, which meant to make go, to
  guide, or to show the way

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Leadership

• The word leadership is used in two basic ways in
  everyday conversation
• (a) to refer to the process of moving a group or
  groups of people in some direction through mostly
  noncoercive means, and (b) to refer to people who
  are in roles where leadership is expected. Roos,
  (1991)

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Leaders

• When the Master governs,
• the people are hardly aware that he exists.
• Next best is a leader who is loved.
• Next, one who is feared.
• The worst is one who is despised.
• If you don't trust people,
• you make them untrustworthy.
• The Master doesn't talk, he acts.
• When his work is done,
• the people say, " Amazing
• we did it, all by ourselves!" Lao-tzu

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Leadership Theories"Great Man Theories."

• Study of individual leaders
• Research sought to identify traits or abilities
  that set leaders apart from non-leaders.
  (Sorenson, 2002)
• Focus is on the personal characteristics of the
  leader

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Leadership TheoriesLeadership as a form of
activity

• Task behaviors and relationship behaviors
• Task behaviors facilitate goal accomplishment.
  They help group members to achieve their
  objectives.
• Relationship behaviors help subordinates feel
  comfortable with themselves, with each other, and
  with the situation in which they find themselves.
  
• The central purpose of the style approach is to
  explain how leaders combine these two kinds of
  behaviors to influence subordinates in their
  efforts to reach a goal. (Northouse, 2001)

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Leadership TheoriesSituational Theories

• Suggest leadership behaviors need to be related
  to the needs and requirements of a specific
  context
• Situational theories suggest leaders need to
  match specific behaviors and skills to specific
  organizational or group settings and
  characteristics

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Leadership TheoriesInfluencing people toward
shared goals

• Leadership as behavior that influences people
  toward shared goals.
• Leadership as "acts by persons which influence
  other persons in a shared direction" (Seeman,
  1960)
• Leadership as the capacity and the will to rally
  men and women to a common purpose" (Montgomery,
  1961)

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Leadership TheoriesInfluencing people toward
shared goals

• Influence depends more on persuasion than on
  coercion. . . . Without responsive followers
  there is no leadership, because the concept of
  leadership is relational. It involves someone who
  exerts influence, and those who are influenced.
  (Hollarlder 1978)

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Leadership TheoriesTransformational Leadership

• Transformational leadership involves assessing
  followers' motives, satisfying their needs, and
  treating them as full human beings.
• Although the transformational leader plays a
  pivotal role in precipitating change, followers
  and leaders are inextricably bound together in
  the transformation process. (Northouse, 2001)

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Leadership TheoriesTransformational Leadership

• Transformational leadership refers to the process
  whereby a leader engages with others and creates
  a connection that raises the level of morality in
  both leader and follower
• Contrasts with transactional leadership involves
  an exchanges between leaders and their followers
  (James MacGregor Burns, 1978)

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Leadership TheoriesTransformational Leadership

• Burns extended the understanding of leadership
  beyond effectiveness.
• "Burns transformed our view of leadership by
  insisting that great leadership had moral
  dimensions (Sorenson, 2002)

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Leadership TheoriesServant Leadership

• Sees the leader as "servant first," and someone
  who facilitates followers' becoming more free,
  more knowledgeable, more autonomous, and more
  like servants themselves (Robert Greenleaf, 1970)

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Leadership TheoriesAdaptive Leadership

• Technical Challenge
• Applies current know-how
• Work done by authorities
• Adaptive Challenge
• Learns new ways
• Work done by the people with the problem

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Leadership TheoriesAdaptive Leadership

• Habitually seeking solutions from people in
  authority is maladaptive. Indeed, it is perhaps
  the essence of maladaptive behavior The use of a
  response appropriate to one situation in another
  where it does not apply. . . . The flight to
  authority is particularly dangerous for at least
  two reasons first, because the work avoidance
  often occurs in response to our biggest problems
  and, second, because it disables some of our most
  important personal and collective resources for
  accomplishing adaptive work. (Heifetz, 1994).

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Leadership TheoriesAdaptive Leadership

• This model most visibly reflects a paradigm shift
  in the study of leadership from the concept of
  "leadership as management and control" to
  "leadership of and in accelerated change"
  (Naisbitt Aburdene, 1990)

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Differentiating leaders from non-leaders.

• Despite the research, there is no definitive
  understanding of what differentiates leaders from
  non-leaders and effective leaders from
  ineffective leaders.
• They argued that books on leadership are
  majestically useless and pretentious. (Bennis
  and Nanus, 1985 cited in Rost, 1993)