Chpt 1 Intro[1]

Leadership Leadership Theory and Practice, 3/e Peter G. Northouse, Ph.D. William Kritsonis, PhD Presenter

Overview ,[object Object],[object Object],[object Object],[object Object]

Conceptualizing Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],Some definitions view leadership as:

Leadership Defined ,[object Object],[object Object]

Components Central to the Phenomenon of Leadership ,[object Object],[object Object],[object Object],[object Object],Leadership Leaders ,[object Object],[object Object],[object Object]

LEADERSHIP DESCRIBED ,[object Object],[object Object],[object Object],[object Object],[object Object]

Trait vs. Process Leadership ,[object Object],[object Object],[object Object],Trait definition of leadership: LEADER ,[object Object],[object Object],[object Object],[object Object],[object Object],Leadership= FOLLOWERS

Trait vs. Process Leadership ,[object Object],[object Object],[object Object],The process definition of Leadership: LEADER Leadership= (Interaction) FOLLOWERS

Assigned vs. Emergent Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Assigned Emergent

Leadership & Power ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Power Bases of Social Power French & Raven (1959) Power is a relational concern for both leaders and followers.

Leadership & Coercion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Coercion Involves Examples of Coercive Leaders Power & restraint used to force followers to engage in extreme behavior

Leadership & Management Kotter (1990) Management Activities Leadership Activities “ Produces order and consistency” ,[object Object],[object Object],[object Object],[object Object],“ Produces change and movement” ,[object Object],[object Object],[object Object],Major activities of management and leadership are played out differently; BUT both are essential for an organization to prosper.

Leadership & Management Zaleznik (1977) Managers Unidirectional Authority Leaders Multidirectional Influence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Chpt 1 Intro[1]

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Chpt 1 Intro[1]