CLC Lecture 1

Page 21: Leadership

  • Leadership is a process

  • Involves influencing others (subordinates, peers, bosses)

  • Happens within the context of a group

  • Involves goal attainment

  • Goals are shared by leaders and their followers

Page 22: Trait vs. Process Leadership

Trait leadership

  • Some people are natural leaders

  • Some may be born with leadership traits (e.g., well-spoken, extraverted)

  • Attributes such as personality, motives, values, and skills

  • Inherent in a few selected people

Process leadership

  • Everyone may be capable of exercising leadership

  • Leadership can be learned and available to everyone

  • Leadership is a transactional, interactive event that happens between leaders and followers

  • Leaders affect and are affected positively or negatively

Page 23: Assigned vs. Emergent Leadership

Assigned leadership

  • Appointment of people to formal positions of authority within the organization

Emergent leadership

  • Not formalized

  • Arises as one group member exercises leadership

  • Perceived by other group members as a leader

  • Encouraged by other group members

  • Emerges over time through positive communication behaviors

Page 24: Power and Leadership

  • Power is the potential or ability to influence others to bring desired outcomes

  • Influence affects others' beliefs, attitudes, and/or behaviors

  • Power is the resource that enables leadership

  • Power can be position power or personal power

  • Coercion is not leadership and is counter to influencing others

Page 25: Management and Leadership

  • Managers have minimal emotional involvement, leaders are emotionally involved

  • Managers are reactive, leaders are proactive

  • Managers limit choices, leaders expand choices

  • Managers change behaviors, leaders change attitudes and actions towards others

  • Managers and leaders are distinct and being one rules out the other

  • Managers stress calculation, leaders stress commitment

  • Managers view an organization as components of a portfolio, leaders view an organization with an integrative perspective

  • Managers operate with rationality, leaders operate with integrity

  • Leaders need to simultaneously be managers and leaders

Page 26: Management and Leadership

  • Organizations are overmanaged and underled

  • Weak management with strong leadership can be worse

  • Managers handle complexity, leaders handle change

  • Organizations need both strong management and strong leadership

  • Managers believe their decisions affect the organization's mandate, leaders believe their decisions shape the environment

  • Organizations with strong management and weak leadership are bureaucratic and reduce creativity

  • Managers do things right, leaders do the right things

  • Managers and leaders are different, but